In the past year, EG America (EGA) has made a conscious shift in how it approaches technology, deciding to move away from traditional, siloed tools and point solutions to building integrated, cohesive systems.
“This integration-over-fragmentation strategy will help boost efficiency,” explained Sorin Hilgen, group chief digital officer & U.S. CIO for EGA, which has more than 1,500 stores across 30 states. “It’ll help improve maintainability and increase the speed to market. This is seen in being able to roll out artificial intelligence (AI)-powered capabilities; modernize internal systems; focus on building more robust, scalable platforms that can adapt quickly and really make sure that it aligns with ever-changing business needs.”
This push for integration reflects a broader trend across the industry. As technology evolves at an unprecedented pace, interoperability between systems is becoming not just a nice-to-have, but a business imperative.
“Most retailers want to be marketers, not technologists. If systems are talking to each other natively or through simplified integrations, marketers can spend more time growing the business versus troubleshooting technology,” noted Mike Templeton, partner with c-store advisory firm NexChapter.
To support its digital transformation, EGA is aligning technology investments to three foundational pillars: enhancing the customer experience, enabling employees and unlocking the power of data.
“Our customer is at the heart of everything we do, so the goal is to meet them wherever they are and deliver frictionless, personalized experiences across all of those touch points,” Hilgen said.
In operations, EGA is giving its teams intuitive tools and automation to help them focus on higher-value tasks. Meanwhile, its comprehensive data strategy is aiding better decision-making and setting the stage for more advanced initiatives like AI enablement of predictive analytics.
“I think this holistic approach ensures our technology roadmap really delivers meaningful value to our business, our employees and, most importantly, our customers,” Hilgen said.
Other chains are embracing similar technology-forward strategies, each tailored to their unique business goals.
RaceTrac, for example, is taking a “mobility-first approach.” This is adding more flexibility into its store operations and allowing store teams to perform critical functions while out on the sales floor servicing guests, explained Tyler Grubbs, executive director of digital & store technology for RaceTrac, which operates 592 RaceTrac and 241 RaceWay sites in 14 states, as well as 1,066 Gulf locations.
Mobile also remains a major area of focus for Parker’s Kitchen heading into this year.
“Beyond mobile, I’m hearing increased conversations about new point-of-sale (POS) solutions and the next generation of customer engagement and store experiences,” said Scott Smith, VP of IT, Parker’s Kitchen, which operates 100 c-stores in Georgia and South Carolina. “At times, we’ve been overly focused on software or technology itself, rather than the service it supports. We’re shifting our perspective to prioritize service first, using technology as a powerful enabler.”
At H&S Energy Group, the top tech priority is integrating data from all systems into a single data warehouse — a move designed to elevate decision-making across departments.
“This unified platform allows us to conduct comprehensive cross-analyses between cost centers, profit centers and operational departments,” explained Fidaa Mohrez, senior director of operational systems, H&S Energy Group, which operates 287 c-stores in California, Nevada and Oregon under the Power Market, Pinnacle 365 and ExtraMile banners. “The goal is to provide real-time, high-level insights that are accessible to decision-makers and operational teams alike, from store managers up to executive VPs.”
Mohrez noted that the initiative is a game changer that provides better visibility into operations and has created a more engaged, data-driven decision-making process.
But a technology initiative doesn’t need to be large-scale or high-profile to drive meaningful results. Even small or targeted initiatives, especially around the aforementioned interoperability trend, can significantly impact the bottom line.
Last year, for example, H&S Energy installed temperature-monitoring sensors in its coolers, warmers and freezers across its footprint. “These sensors provide real-time temperature readings and historical data, feeding into our maintenance system. This setup automates alerts and triggers work orders for technicians, eliminating the need for manual temperature logging by staff,” Mohrez said.
The initiative helped the chain avoid potential losses of inventory and sales, improved the customer experience, and offered savings in terms of labor hours.
Similarly, RaceTrac has been working with providers to stream data from key technology, kitchen equipment, HVAC/refrigeration and fuel pumps in near real time into its data lake.
“From there, we are applying business logic and rules to determine where there may be a maintenance issue and proactively alerting the appropriate team to take action,” said Grubbs.
The chain’s goal is to alert teams and solve issues before guests are even aware of them.
On equipment it’s monitoring, “we are now seeing the vast majority of issues being logged automatically on behalf of the stores without them having to take any action,” Grubbs said.
Emerging Trends
On the trend front, retailers agreed that 2025 appears to be a pivotal year for the rise of AI and, particularly, AI-powered data analysis in the c-store channel.
“This trend is providing deeper insights into category performance, store operations and helping decision-makers rely more on data-driven strategies,” noted Mohrez.
Echoing that sentiment, Hilgen pointed to the expanding role of AI across nearly every area of c-store operations.
“I would say that one of the most exciting shifts in c-store tech is the integration of AI across nearly every facet of the business, from things like customer engagement … to inventory and to operations,” Hilgen said. “As an industry, we’ve moved beyond the niche applications and are now looking at things like leveraging computer vision to map customer flows or to monitor product availability, while things like voice analytics will help us better understand the quality of the interactions in real time so that we can basically understand, not just how we’re presenting ourselves to our customers, but also understand the needs that our customers are bringing to our teams that are in the front lines.”
AI is also helping convenience stores stay one step ahead when it comes to demand forecasting.
“I think predictive algorithms are also something that will help us anticipate purchasing behaviors using factors like past purchases, location and even things like weather. … Obviously, the purchasing requirements are changing, and leveraging those algorithms will help us have a better understanding of the products that we need to ensure are in the stores,” Hilgen said.
But the true value of this evolution is in how these advancements can be implemented with the customer as the central focus, Hilgen pointed out. With AI able to “programmatically mine all the data” beyond the scope of what a human can do, it opens the door to more meaningful interactions and improved customer loyalty.
“I think crucially, technology should amplify the human element, not replace it,” Hilgen said. “The goal is to really equip our team members with the tools that just eliminate the mundane, repeatable tasks so they can focus on what truly matters, which is interacting and serving our customers.”
Alongside AI, retailers concurred that c-stores are also placing greater emphasis on improving the customer experience through visual and digital enhancements. Mohrez pointed to the growing use of “digital shelf tags and retail media,” as a key approach. Retail media, in particular, is gaining momentum. This form of advertising allows brands to promote their products directly on the retailer’s digital platforms, such as at the pump, on in-store digital displays, in-app or on the website. Grubbs expects the retail media trend to continue to grow across the industry.
“Retail media is on the rise,” agreed Templeton, “but focus more on the retail,” he advised. “As retailers expand their digital platforms and can extend access to those audiences to their partners, it should ultimately help influence more purchases at the POS. Don’t get so lost in the media side of things that it prevents you from getting started.”
Another major tech trend that’s becoming foundational for operators is mobile.
“Retailers are all-in on apps,” Templeton said. “The appeal for retailers has been building in recent years. Now it is becoming the hub for the customer experience. If you’re courting your best customers, it all starts with your app.”
As retailers embrace trends in technology, Templeton advised them not to neglect the opportunities available in the forecourt. “Whether that’s using a QR code to prompt engagement with your mobile app or activating the screens on your fuel dispensers with dynamic marketing content, tapping into this customer segment that is yards away from your front door is a large opportunity,” he said. “Driving a few more trips per day from the pump to the POS can have a real impact on the bottom line.”
Elevating Loyalty
With prices on the rise and customers more value focused than ever, c-stores are increasingly turning to their loyalty programs as a key tool for customer promotions, shopper insights, engagement and retention. But there’s still work to be done.
“The average number of loyalty program memberships held by consumers continues to rise, yet the number of active memberships has barely budged,” Templeton pointed out. “This tells me customers are open to trying something new, but many offerings miss the mark.”
To best serve customers, Templeton encouraged c-store retailers to focus on gaining more insight about their current shopper base.
“Leveraging a loyalty program is the easiest path to identifying customers,” Templeton said. “When you know more about what’s making your business successful you can align all your other activities around that. Retailers who can balance their desire for depths of data with the ease of use and relevance of a program’s offering will be the ones who succeed in growing active customer relationships.”
EGA recently overhauled its loyalty program, keeping the customer at the center.
“We recognized that we needed to shift from what was primarily a fuel discount program to more of a holistic solution that engaged customers across all of our offerings,” said Hilgen.
The chain evolved its SmartPay program into its revamped SmartRewards program. Expanding on the SmartPay framework allowed EGA to seamlessly transition its existing customers to the new program.
A big focus of the evolution was lowering the barrier to entry for loyalty members while ensuring the reward structure was also simple and easy to understand. Previously, its banking ACH-type model required upfront banking information. Now, customers just enter their phone number and they’re part of the program. Once registered, SmartRewards customers receive one point for every dollar they spend inside the store or for every fuel gallon purchased.
“Once they hit that 25-point mark, they can take the 25 points and convert them to $1 that they can use either in the store on whatever they want or at the pump. And, obviously, they can continue to earn those points and stack them to be able to get even more discounts and savings,” Hilgen said
EGA also works with suppliers and partners to offer accelerators for faster point accumulation. For example, when purchasing a particular product, customers might earn double points.
The company is also leveraging real-time data analytics and AI, which allows it to provide hyper-personalized offerings.
“It’s really understanding the behavior of the customer, understanding the preferences of the customer, and then providing those offers that are relevant to the customer themselves,” Hilgen said.
The company announced the relaunch at the end of March. “We’re seeing our signups right now are really surpassing our projections by a very large amount,” Hilgen said, adding that reward stacking is emerging as a key industry trend. “We’re looking at new ways to let customers stack even more.”
“SmartRewards is becoming central to how we build meaningful daily connections with our customers,” Hilgen added. “I think the biggest driver of impact will be that hyper personalization. We’ve moved beyond the generic promotions and broad segments to now deliver more tailored experiences …that feel individually crafted; whether it’s providing a favorite snack suggestion, a time-sensitive fuel discount or a custom reward based on those shopping habits, we want every interaction to feel relevant and valuable.”
EGA’s goal is to be part of customers’ routines in a way that makes them feel seen, understood and appreciated every day, he added.
Mobile can play a key role in that experience as the first touch point with a customer.
“It’s a way that allows us to communicate with them on a personal level and provide surprise-and-delight moments for them. It’s a way for us to meet them wherever they are,” Hilgen said.
Together, the app and loyalty program form what Hilgen calls EGA’s “digital front door” — a gateway to a connected, consistent and personalized customer journey.
Other retailers are investing similarly.
“Loyalty and mobile apps are competitive areas, with most retailers offering them,” Mohrez said. Like EGA, H&S Energy is focused on boosting shopper engagement through continuous engagement and tailored offers.
“We’ve seen a notable increase in engagement, and we’re leveraging this to give customers compelling reasons to visit our stores regularly,” Mohrez said. “Besides engagement, we’re also focusing on subscription and delivery services.”
H&S Energy operates 70 car washes, and its car wash subscription program has seen substantial growth.
“We’re working to integrate delivery with our loyalty program, offering a seamless, all-in-one solution that ensures customer satisfaction and loyalty,” Mohrez said.
RaceTrac launched its revamped loyalty mobile app in 2024 “to create a more personalized experience and frictionless experience,” Grubbs said. “We have seen substantial growth in new loyalty members as well as monthly active users post launch.”
At Parker’s, Smith noted that an ongoing collaboration with the chain’s marketing team around loyalty has been “fantastic” and has helped him stretch beyond a tech focus. “They’re constantly pushing the boundaries of our existing programs, enhancing mobile features and integrating more gamification,” Smith said. “Importantly, they emphasize building emotional connections beyond just transactional rewards, deepening relationships with our customers and continually enhancing their overall experience.”
Looking ahead, Hilgen expects to see more loyalty partnerships modeled after those in the airline and hotel industries that create strategic value for the rewards members.
Templeton agreed he sees partnerships playing a bigger role in loyalty programs going forward. “If a retailer is going to have a program of choice amongst its customers, they must find opportunities to keep it top of mind,” he said. “Connecting a loyalty program with other consumer activities or linking to related and relevant programs is a great way to elevate the use and consideration of a retailer’s loyalty offering.”
The Rise of AI
Of the tech trends impacting retail, AI stands out as the most transformative. Retailers who have not yet begun to explore its potential would be well advised to do so, as AI is poised to play a lasting and increasingly critical role in the industry.
“Retail in general is really undergoing a massive transformation,” Hilgen noted. “AI is really at the core of how we’re evolving.”
At EGA, this transition is focused on enhancing customer experiences and operational efficiencies.
“AI is no longer a future initiative — it’s actively driving real impact across multiple areas in our business from optimizing pricing and security to personalizing customer interactions,” he said. “AI is playing a critical role in how we all operate.”
EGA is in the early stages of implementing AI-powered demand forecasting and automated ordering.
“While we’ve built a strong foundation with modern space optimization systems, we’re now working to ensure all of those subsystems are providing the necessary data for these AI-driven forecasting platforms,” Hilgen said. “The goal here, obviously, is to reduce waste, improve stock availability and create a more agile supply chain.”
EGA is also running AI-driven price optimization cycles for in-store products as well as for fuel.
“AI enables us to make real-time adjustments based on demand patterns, competitor pricing and other factors to ensure that we remain competitive while maximizing profitability,” Hilgen said.
The company is beginning to look at how it can leverage AI to optimize SKU mix, localization and ensuring stores are stocking the items most relevant to its customers. “Obviously this will help improve sales performance while reducing unnecessary inventory,” Hilgen said.
Hilgen also pointed to the aforementioned AI-driven aspects of its loyalty system as one of the most exciting initiatives.
“This allows us to hyper personalize offers and automate customer communication,” he said. “If I’m a tea drinker, don’t give me a coupon for a cup of coffee. …Give me a coupon for a cup of tea, right?”
In other words, AI is helping retailers move beyond a one-size-fits-all approach to deliver promotions that resonate with individual customers.
On the security front, AI is helping detect fraud and theft faster. EGA’s AI-powered resource protection platform allows for swift action — something it couldn’t do before because of the sheer volume of data, Hilgen explained.
EGA is also leveraging AI to drive efficiencies and store operations. AI can pinpoint areas that need attention at individual stores, soon supporting team members with AI-powered chatbots that will streamline training and onboarding and assist in daily operations by providing instant relevant answers to employees.
For example, if a new employee needs to clean the coffee machine but forgets the process, the chatbot could provide the steps. EGA is still at the early stages of looking to leverage this technology, but Hilgen noted that the long-term vision would be to create a centralized knowledge base powered by AI.
Additionally, EGA is investing in AI-driven analytics, empowering teams to ask questions via chatbot about the data and get instant, meaningful insights. The goal is to provide relevant data to teams as quickly as possible.
EGA’s efforts reflect a growing trend across the industry as more retailers integrate AI into daily operations and long-term strategy.
RaceTrac is focused on making sure its data is high quality and well managed, so it has a solid foundation to build on as it moves forward with AI use cases, and so they can be launched “timely, securely and with high quality,” Grubbs said. “We have enabled or POCed (proof of concepted) several AI solutions from chatbots to computer vision AI.”
He noted that RaceTrac plans to continue testing, learning and implementing high-value use cases when it comes to AI.
H&S Energy’s approach to AI in 2025 builds on early adoption and continuous innovation, Mohrez explained. “We extensively use AI for data analysis, which has significantly enhanced our ability to structure, plan and execute projects. AI plays a crucial role in increasing the quality of our team’s output by providing checks and balances and enabling us to avoid overlooking critical factors,” he said.
Mohrez has noticed many of its software and supplier partners integrating AI elements into their programs as well. “(This) complements our efforts and creates a more cohesive, intelligent ecosystem for operations,” he said. “Overall, AI has become a fundamental part of our strategy, driving efficiency and innovation across the board.”
While the above convenience store retailers are embedding AI into core business functions, others are still experimenting with what Templeton calls “consumer-grade AI” like chat prompts and image generators.
“These are fun to play with but aren’t likely to have much impact on the business,” Templeton noted. “Retailers who identify real impact areas for AI are likely to be deploying off-the-shelf or embedded models within the business tools they are already using. When AI can speed up a process or eliminate manual tasks, that’s where the unlock will come from.”
