By Bill Donahue anines and convenience stores with retailers, lenders, consultants and share a common bond. Like an real-estate experts, various factors influ- ailing mongrel, a store showing ence the decision to either keep under- little to no hope of reigniting performing stores within the family or Cthe fires of profitability should send them out to the proverbial wood- be put down and replaced with a new shed for swift disposal. Profit potential one, according to Doug Deweese, chief (or lack thereof) being the chief met- executive of Super Stop!, a Meridian, ric in determining a store’s fate, retail- Miss.-based operator of 43 stores. ers large and small also consider how “A store count is like a portfolio of parting ways with a “dog” store will stocks,”says Deweese.“Do you hold on affect the community it serves, the to a stock that’s in the tank or tanking? employees who run it and the overall In general, the answer is no if you’re marketplace in which it competes. paying attention to your business. You’ve got to be future-oriented and New Tricks replace the [stores] you get rid of with More than 4,450 convenience stores ones that are going to perform.” changed hands from June 2003 to July But for many, as CSP learned 2005, according to an analysis through more than a dozen interviews of announced public and private 30 Handling Their Dogs Last year, Martin & Bayley Inc. implemented an “owner/operator” model, which transformed some of its best store managers into independent retailers as a way to turn around underperforming Huck’s stores. Every year Wawa Inc. rationalizes its store count, transactions compiled by Trefethen & taking into account not just financials but every store’s Co. LLC, Scottsdale, Ariz. But shaping ability to meet the chain’s exacting standards for up a store portfolio doesn’t always have image, brand, growth potential and impact on the community it serves. to result in sell-offs or closures. Some- After taking over Super Stop! in 2001, Doug times a few good “nips and tucks” can Deweese cut his chain of 72 stores almost in half by inject new life into locations that have selling or closing units that were draining the lost a few steps. As Martin & Bayley Inc. company of its profitability. It’s now debt-free and in growth mode once again. has found, sometimes putting those nips and tucks into motion requires little more than an infusion of new blood. In October 2004, the Carmi, Ill.- based operator of 130 Huck’s Food & Fuel stores (in Illinois, Indiana, Kentucky and Missouri) implemented a unique store-management model that has recast the fortune of some dog stores, shifting them from puppy-mill mutts to blue- ribbon purebreds. The company’s “owner/operator” model, which tasks the company’s strongest managers with improving a store’s bottom line, has given Huck’s a more palatable option— apart from divestment—for dealing with underperformers. “The key to the whole [owner/oper- ator] program is the person running the store,”says Mark McKinney, senior vice president of operations.“We started with 16 stores, and we’re 16 for 16 on [profit and sales] improvement. When you give someone the title of ‘owner,’ it’s amazing the response they’ll give back to you. It gives them that ‘this is my store’ mentality.” Even though employees have tech- nically owned Huck’s stores since Mar- tin & Bayley implemented an employee stock-ownership plan (ESOP) in 2001, the owner/operator title is in name only. The person running the store has zero dollars tied up in it; there’s no invest- ment on his or her behalf other than time, effort and creative energy. Still, a store’s turnaround can have a substan- tial positive effect on the owner/opera- 31 plus their everyday salary. inventory loss and optimized supervi- And there’s no cap.” sion. McKinney references one district Each owner/operator manager who has grown her territory signs a one-year “agree- to 24 stores, seven of which are run by ment,”with successive-year owner/operators. The DM visits options. Owner/operators owner/operator stores about half as are not part of the Martin often as other stores on her route, & Bayley ESOP,and their because owner/operators “don’t need staffs are not considered as much help,”says McKinney. Huck’s employees. While Huck’s owner/operator model has l l owner/operators do not stirred some interest among other e h c t i have capital tied up in their retailers. Robert A. Buhler, president of M y stores, they take full Open Pantry Food Marts, Pleasant a R responsibility for opera- Prairie, Wis., says the model could be y b o t tions, including hiring a viable option for retailers looking to o h P and training; all termina- breathe new life into struggling stores. tions must be approved He has some experience in discerning A WIN-WIN: Martin & Bayley’s owner/operator model has helped the company reap additional sales, according to by corporate. Worker’s what’s behind a failing store. It’s not Mark McKinney, senior vice president of operations. It has compensation policies always the dirt or the location. also reduced inventory losses and optimized supervision and benefits programs, “We’ve had situations where we’ve among district managers. such as health insurance, had the wrong manager, and that has are also determined by caused the store to underperform,”says tor’s pocketbook. (A “turnaround,” individual owner/operators. Buhler, whose company operates 34 coincidentally, applies strictly to in-store McKinney says all owner/operator stores.“We’ve had situations where performance, meaning the volatility of candidates must be “proven” with a we’ve changed out a manager and seen the motor-fuels market and its subse- good management track record. To a $30,000 to $60,000 cash-flow quent effect on gallon volume do not stack the deck in its favor, Martin & improvement. Sometimes changing out factor into the equation.) Bayley identified the first crop of a manager will turn a marginal store “How we come up with the finan- owner/operator candidates by look- into a high-end store.” cial formula is we take three years’ aver- ing inward. It chose store managers Management shakeups don’t guar- age profit after variable expenses who displayed an uncommon passion antee improved performance, so Buhler (excluding fuel gross-profit dollars and and ability for merchandising aggres- keeps other options handy. Recently, at fixed expenses), or PAVE,”says McK- sively, delivering outstanding customer a location near the University of Wiscon- inney.“Let’s say it’s $100,000. Looking service and generating new ideas to sin’s Milwaukee campus, Open Pantry at our ROI, we establish a floor—let’s drive sales. reshaped an underperforming store into assume it’s $110,000. Anything over In addition to increased sales, the a coffeehouse starring its proprietary Wil- that $110,000 we split with the owner/operator model has reaped low Creek Coffee concept. It’s consider- owner/operator 50/50. They get that other benefits, such as reductions in ing coffeehouses for other locations, but selling a non-performer in today’s mar- ket isn’t a bad option either. “Nobody likes to close stores; they’re like your babies. “The good news for everybody is that Walking away from something where you’ve invested so our industry has embedded equity,”he says.“Say you have a store with an EBIT- much of your time and money can be extremely difficult.” DAR (earnings before interest, taxes, HARRY MCHUGH Wawa Inc. depreciation, amortization and rent) of 32 $60,000. You should be able to sell that store for a 5x multiple of $300,000. But Seeing Green instead it goes for a 15x multiple and sells for close to $1 million. That’s the n some cases, an apparent underperformer just might not have hit its stride yet. So says advantage for our business: By selling IHans Zietlow, director of real estate for Kwik Trip Inc., La Crosse, Wis., which operates your dogs, you can get a lift out of cash more than 350 convenience stores, travel centers and tobacco outlets in Iowa, Minnesota flow by fulfilling this insatiable demand and Wisconsin. Zietlow, who reviews the chain’s store portfolio and growth opportunities of individual buyers. But how long that religiously, says expanding to emerging markets creates a situation marked by risk … and lasts I don’t know.” great profit potential. “There’s a fine line between success and failure in being the first one in a ‘green’ area Still in Control that’s not yet developed,” he says. “When you’re building in an area like this, it could be five Martin & Bayley’s executive team or 10 years down the road before you know if it’s going to be a winner. I look at [Kwik Trip’s expressed optimism for the portfolio] every day and keep track of our construction schedule. I keep tabs on where we’re owner/operator model’s potential from going to be 10 years from now because that’s not very far away and you have to know what the very beginning but wondered if it your potentials are.” might fall victim to its own design. Out- Zietlow says Kwik Trip hasn’t closed any stores recently; it simply rebuilds and reinvents of-the-box thinkers have a tendency to them. In 2005, the company performed more rebuilds than new store openings, but in an become maverick operators—or “cow- average year it completes five rebuilds for every 10 new stores.