- 7‑Eleven.com
- Franchising
The 7‑Eleven Story
“Give the customers what they want, when and where they want it.”
— Joe C. Thompson Jr. 7‑Eleven Founder
We strive to be the first choice for convenience for our customers - anytime, anywhere. To do that, we make our customer’s day a little more awesome by delivering fast, personalized convenience – when, where and how they want it.
How We Work
To lead, we serve. 7‑Eleven has always been about serving the needs of others – which is why customer-obsession and servant leadership is at the core of everything we do. We live by our Values and Leadership Principles so we can best serve our customers, our stores, our Franchisees, and our communities – every single day.
A Growing Family of Brands
As proud founders of the world’s first convenience store, 7‑Eleven’s top priority has always been to give customers the most convenient experience possible to consistently meet their needs. 7‑Eleven aims to be a one-stop shop for consumers – a place people can always rely on to deliver what they want, when, where and how they want it. This goal continues to shape 7‑Eleven’s ethos, driving 7‑Eleven’s expansion into operating Speedway ® , Stripes ® , Laredo Taco Company ® and Raise the Roost ® Chicken and Biscuits, with locations, as well as proprietary products and services including 7NOW ® , 7Rewards ® , Speedy Rewards ® and 7‑Eleven Fleet™, throughout the U.S.
7‑Eleven
7‑Eleven, Inc. is the premier name in the convenience-retailing industry. Based in Irving, Texas, 7‑Eleven operates, franchises and/or licenses more than 13,000 stores in the U.S. and Canada . In addition to 7‑Eleven stores, 7‑Eleven, Inc. operates and franchises Speedway ® , Stripes ® , Laredo Taco Company ® and Raise the Roost ® Chicken and Biscuits locations.
Speedway operates in 36 states across the U.S., predominately in the Midwest and East Coast. In May 2021, 7 ‑ Eleven acquired 3,800 Speedway Stores from Marathon Petroleum Corp., increasing 7 ‑ Eleven’s total number of stores to more than 13,000 in the U.S. and Canada and allowing 7 ‑ Eleven to bring convenience to more customers than ever before.
Stripes Convenience Stores operates predominantly in Texas and Louisiana. Food offerings are available in more than 450 of its stores, primarily under the proprietary Laredo Taco Company® brand. In January 2018, 7‑Eleven acquired 1,030 Stripes Stores.
Laredo Taco Company
Laredo Taco Company is 7‑Eleven’s take on authentic Mexican food, and is famous for its authentic tacos, which are served on flour tortillas made fresh every day, and its salsa bar offering a wide selection of salsas and pico de gallo. Customers can find specialty tacos and meals that are not always seen in quick-serve Mexican restaurants, such as authentic barbacoa, chorizo, carne asada, carnitas, and breakfast tacos made with fresh-cracked eggs.
Learn More View Menu
Raise the Roost Chicken & Biscuits
Raise the Roost Chicken & Biscuits is 7‑Eleven’s Southern-inspired chicken concept restaurant. Billed as “Chicken Worth Crossing the Road For,” Raise the Roost Chicken & Biscuits presents a simple menu with made-to-order and grab-and-go options: fried chicken tenders hand-breaded with a proprietary blend of Southern spices, flaky freshly baked biscuits, bone-in and boneless wings handspun with “made in coop” sauces, chicken sandwiches, and breakfast sandwiches.
Food & Beverages
Coffee
Slurpee ®
Big Gulp ®
Hot Foods
Fresh Foods
Private Brands
Through 7NOW ® and third-party delivery providers, we offer best-in-class delivery of food, convenience, and grocery items. Delivery via 7NOW is available throughout the U.S. and Canada, providing 24x7 delivery in about 30 minutes or less of over 3,000 products, including groceries, over-the-counter medicines, household goods, a range of food and beverage options including pizza and Slurpee drinks, beer and wine and more.
Launched in 2015, 7Rewards ® is 7‑Eleven’s best-in-class loyalty program where customers are rewarded for every dollar spent. 7Rewards members have access to a suite of features within the 7‑Eleven app, including Mobile Checkout, 7‑Eleven Wallet, Fuel Loyalty and 7NOW.
Speedy Rewards ® , launched in 2004, allows Speedway customers to earn points on both merchandise and fuel purchases. Points can be redeemed for snacks, drinks or more using the Speedy Rewards mobile app.
7Rewards Speedy Rewards
Fuel has been part of the 7‑Eleven ® convenience offering since 1928, and is now available at 8,000 locations across the US. The 7‑Eleven Fleet™ Universal card allows drivers and/or driving fleets to save up to 7¢ per gallon on gasoline and up to 10¢ per gallon on diesel across 7‑Eleven’s fueling network of 7‑Eleven, Speedway ® , Stripes ® , and APlus ® stores—including locations where we collaborate with other major U.S. fuel brands such as ExxonMobil, Sunoco, Valero and more.
The [email protected] by 7‑Eleven ® Prepaid Mastercard ® offers cardholders an alternative to traditional banking so they can receive direct deposit payments such as government benefits or paychecks sooner. After registration and activation, all funds loaded onto [email protected] by 7‑Eleven card accounts are FDIC-insured. Customers can purchase a [email protected] by 7‑Eleven card at participating 7‑Eleven ® stores or apply online.
International Presence
- South Korea
- Philippines
- United States
- Connecticut
- District of Columbia
- Massachusetts
- North Carolina
- New Hampshire
- Pennsylvania
- Rhode Island
- South Carolina
- West Virginia
View List of Nations
Store Locator View List of States
Global Presence
Commitment to Community
We are proud to work with a variety of national and community organizations to provide relief where it’s needed most.
Recent Awards
Effie awards, gold.
7‑Eleven, Inc. took home Gold in the retail category for the 2022 Effie Awards for its “Take it to Eleven” campaign. Known by advertisers and agencies globally as the pre-eminent award in the industry, the Effie Awards recognizes any and all forms of marketing that contribute to a brand's success.
D CEO Magazine Mergers & Acquisitions Award
7‑Eleven, Inc.’s acquisition of 3,900 Speedway stores was recognized by D CEO magazine as one of the region’s top transactions in the publication’s $1 billion+ Deal of the Year category for its 2022 Mergers and Acquisitions Awards.
2022 SABRE In2 Awards’ Best Use of Gamification/User-Generated Contests
The In2 SABREs recognize superior achievement in branding, reputation and engagement. The awards showcase organizations' ability to navigate — and thrive — in an increasingly complex and fast-moving world. In2 is a short form for insight and innovation, two qualities that are in greater demand than ever before and critical in helping brands form meaningful connections with their audiences amid a rapidly-changing landscape. 7‑Eleven’s Gamers’ Paradise took home the in2 Award in the category of Best Use of Gamification/User-Generated Contests.
Modern Retail Awards’ Best Digital Transformation
The Modern Retail Awards honor the retailers that powered through the changes and uncertainty brought about in 2021. 7‑Eleven was recognized for its ability to provide frictionless experiences such as mobile checkout, a digital wallet and 7NOW Delivery.
ANA Multicultural Excellence Award
7‑Eleven’s “Take It To Eleven” campaign was selected as a winner in the cross-cultural campaigns category.
D CEO and Dallas Innovates’ The Innovation Awards
The Innovation Awards, presented by Dallas Innovates and D CEO, honors trailblazing North Texas individuals and companies who are shaping the future of their industries. 7‑Eleven was recognized as the 2022 Innovation in Marketing winner following a year of creative campaigns that engaged and rewarded customers.
Entrepreneur’s Franchise 500
The Franchise 500 list aims to highlight the industry’s top chains that have displayed resiliency and exceptional performance in five categories - cost & fees, size & growth, support, brand strength, and financial strength and stability. 7‑Eleven placed number nine on the list, receiving the highest placement of any C‑Store in 2022.
Convenience Store News’ Top 100 C-Store Chains
This annual list compiles the industry’s top performing chains throughout the year and acts as a tool that highlights trends in the industry. As the largest chain in the C‑Store industry, 7‑Eleven continued to lead in 2022. 7‑Eleven also earned the number one spot in 2019 and 2020.
#1 of CSP’s Top 202 Growth Chains
CSP's 2022 Top 202 Growth Chains list details the largest chains in the convenience store industry and the biggest M&A stories of the past year. 7‑Eleven held on to its number one spot from 2021 due to its exponential growth, including the company’s recent Speedway acquisition.
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7-Eleven's Digital Strategy Is About Expanding Customer Interactions
IRVING, TEXAS — As technology advances, improved hardware can make a big difference in retail performance, but equally critical — or potentially even more important — is data and how it is used.
"Disruptions are coming at the c-store industry everywhere you look," Kimberly Otocki, content marketing specialist for Paytronix, said during a recent webinar presented by the company, titled "How 7-Eleven Is Changing the Game...Again."
This includes regular convenience stores that are embracing new technology, as well as outside competitors like Amazon Go. Additionally, dollar stores are starting to rival c-stores as they try to claim the convenience factor for themselves.
"Convenience is changing, and that's why 7-Eleven is reacting the way they are," Otocki said, pointing to the company's 7Rewards loyalty program as the centerpiece of its digital strategy.
The primary goal of 7-Eleven's digital strategy is to expand customer interactions beyond the four walls of the store and the forecourt.
Customer data is the key to customer engagement, used as the foundation for how 7-Eleven communicates with customers, how it gets them to return and how it keeps their loyalty, according to the webinar.
Smartphones and mobile devices offer multiple paths to mobile engagement, including push and pull messages, customer surveys, mobile-responsive emails and geofencing.
Geofencing in particular is a way of ensuring that c-stores message customers at the right time through the right medium, according to Otocki. Based on GPS, retailers can set a certain distance from their store at which their mobile app will notify the customer of reward items they are eligible for or what items are currently being promoted. The messages can be tailored to individual customers based on their existing data.
SMS text messaging is another way to reach and engage customers — and a popular one, as 75 percent of consumers indicate they would like to receive offer messages through this medium. SMS apps are also one of the most frequently used types of smartphone apps. As a result, companies can send personalized messages based on data in a medium they know customers are going to be in.
One platform-specific digital initiative that 7-Eleven has launched is a Facebook chatbot, which customers can message to seek out the nearest store or investigate deals, promotions and rewards point balances.
The digital trend that may be most important in the future, though, is mobile ordering and payment, as well as delivery, Otocki said. 7-Eleven first moved into this area by utilizing Apple Pay, Google Pay and Amazon Cash.
Mobile payments are a win-win scenario, offering customers faster-moving lines and offering retailers more data they can use to improve their customer experience.
Mobile payment can even give older stores a different feel, according to Otocki. "[Customers] see it as quicker and easier," she said.
On the delivery front, she noted that it isn't home delivery or nothing; c-stores can set up programs that deliver items to drivers at the fuel pump, connecting in-store purchases to out-of-store customers. Retailers can also designate pickup points for pre-ordered purchases.
7-Eleven is also experimenting with scan-and-go technology, simplifying the checkout process even further.
The key to success isn't any one type of new technology, according to Paytronix. Retailers will likely succeed if they use data to help them change and stay ahead of the curve.
Paytronix provides loyalty programs and customer engagement solutions to convenience stores, restaurants and retail chains.
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7-Eleven's Strategy for Success
By Tricia McKinnon
If one thing is true about retail it’s that change is a constant. Even your local convenience store is changing in ways you would not have imagined 10 or 20 years ago. You can grab a craft beer at 7-Eleven or have Instacart deliver snacks from 7-Eleven to your home. Competition is also heating up in the convenience sector with grocers like Kroger delivering convenience items to customers in as little as 30 minutes . If you are curious about 7-Eleven’s plan for staying ahead of the competition then consider these five elements of its strategy.
1. Sell more food. While we may think of convenience stores like 7-Eleven as just a place to fill up on gas convenience stores have their eyes on a larger share of your wallet. It’s not out of the ordinary to walk into a convenience store and walk away with breakfast, a grab and go meal for dinner as well as your favourite snacks. The enhanced assortment in many convenience stores has led food service sales inside of these stores to increase at a faster rate between 2009 and 2018 than in any other in-store category.
2. Make convenience even more convenient. Instead of venturing out to your local convenience store millions of people are getting convenience items like snacks delivered directly to them. For its first foray into delivery 7-Eleven partnered with Instacart. By ordering on Instacart customers can buy and receive convenience items from 7-Eleven in as little as 30 minutes. “Sometimes people need a full fridge and pantry restock and other times they just need a few things quickly like some snacks for the kids, a bottle of wine for dinner or over-the-counter medication to nurse a headache,” said Instacart vice president of retail Chris Rogers speaking about the initiative.
3. Open the store of the future. In an attempt for the nearly 100 year old retailer to remain relevant 7-Eleven opened its version of the store of the future called the Evolution Store in 2019. Customers frequenting these stores are greeted by a number of new experiences, including, depending on the location, a craft beer station, a wine cellar, a premium cigar humidor, customized espresso drinks, a taco restaurant, fresh baked goods, premium cigars as well as scan and pay technology. There is also space for on-premise dining. "It's a huge switch from what we would have historically thought to see in [convenience] stores. It's more than just your salty snacks and a can of soda," said Catherine Lang, from Kantar. "Now I can go in and get a meal on my way home from work. I can also grab private-label wine."
One 7-Eleven in Dallas Texas even has a drive thru where customers can order and get tacos and signature 7-Eleven drinks like Slurpees. By June of last year 7-Eleven had nine Evolution stores. "Today's opportunity is in the QSR space, and we are responding by aggressively rolling out our restaurants across the country – both in Evolution Stores and beyond," says 7-Eleven executive vice president and COO Chris Tanco.
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4. Be ready for the shift to electric cars. As electric cars become more popular convenience stores are working on ways to meet demand. Last year 7-Eleven made progress towards adding 500 charging stations to 250 stores across North America. Since it takes longer to charge an electric car than to fill a tank with gas 7-Eleven realizes an enhanced in-store experience is one way to keep customers engaged while they wait. “They could be there for 30 minutes, 45 minutes, up to an hour potentially,” says Norman Hower, vice-president and general manager of the Canadian operations of 7-Eleven. “It behooves us, then, to look at ways to meet their needs while they’re doing that.”
5. Try to stay ahead of new competition. 7-Eleven is also racing to update its stores because grocery stores are hot on its heels. In 2021 Kroger announced a deal with Instacart to deliver smaller convenience based items to customers, sound familiar? The service, which is called Kroger Delivery Now allows customers to shop online from an assortment of 25,000 fresh grocery items as well as household staples. Orders are fulfilled by Kroger and delivered by Instacart. Customers can get their order delivered in as little as 30 minutes and the service is available to at least 50 million homes across the United States. Kroger believes that within the next few years quick commerce will be a $1 billion opportunity.
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Strategic Management of 7 Eleven Company
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Introduction
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Strategic principles:
- Smile soft service
- New and fresh management
- Clean store
- Complete presentation
- Large demand and potential market
- Great working relationships between various companies
- Changed People’s consumption habits
- Large numbers of stores
- Original products which are more attracted by the largest no of customer
- Good brand image
- Excellent capabilities of product exploitation
- Updated product information
- Higher price from another shop
- Large no piece is not available.
Recruitment and selection process of 7 eleven:
- Recruitment planning
- Strategy development
- Evolution and control
- Number of posts
- Duties
- Experience and qualification
- Physical qualification
- Mental qualification
- Emotional qualification
- Behavioural qualification
- Level of experienced
- requirement of skill
- Recruitment types
- Source of recruitment
- Geographical dimension
- Cause of leaving the job
- Career progress.
- Pay scale of this post
- Responsibilities
- Administrative duties
- Overtime and etc.
- Beat 21 years old
- Have a US citizenship
- Power to maintain and obtain all licenses necessary for a store operation.
- Don’t have a criminal record
- Understand the need of store day by day
- Have retail, management, operations experience
- Service in a branch of us military service
- Multi-unit management experienced about 5 to 10 years.
- Ownership experienced own business.
Eleven Orientation and Training Process:
Performance management:.
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Pay and benefits:
Occupational health and safety:.
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7-Eleven Marketing Strategy & Marketing Mix (4Ps)
Marketing Strategy of 7-Eleven analyzes the brand with the marketing mix framework which covers the 4Ps (Product, Price, Place, Promotion). There are several marketing strategies like product innovation, pricing approach, promotion planning etc. These business strategies, based on 7-Eleven marketing mix, help the brand succeed in the market.
7-Eleven marketing strategy helps the brand/company to position itself competitively in the market and achieve its business goals & objectives.
Let us start the 7-Eleven Marketing Strategy & Mix to understand its product, pricing, advertising & distribution strategies:
In this article:
- Product Strategy
- Pricing Strategy
- Place and Distribution Strategy
- Promotional and Advertising Strategy
- Service Strategy
7-Eleven Product Strategy:
The product strategy and mix in 7-Eleven marketing strategy can be explained as follows:
7-Eleven is a convenience store located worldwide. The 7-Eleven store is known for offering one stop location for fulfilling its customer’s need. The product line in the marketing mix of the company can be divided into food and drinks for breakfast, lunch, evening snack, dinner and late night snack. The company offers:-
• Sandwiches: Some of the famous offering in this segment are classic cheese burger, cubano melt, double bacon cheddar melt, chicken bacon ranch melt sandwich and many more. There are different sandwich types that the store offers.
• Salads, pizzas, Taquitos are also offered by the brand
• Snacks and sides: Some of the famous offering in this segment are chicken tenders, 7-Select Potato Chips, 7-Select GO!Yum Kettle Popcorn and many more.
• Bakery: Some of the famous offering in this segment are Fresh Brownies, 7-Select Cinnamon Roll, 7-Select Iced Danishes etc.
• Ice cream: Some of the famous offering in this segment are 7-Select Strawberry Crunch Bar, 7-Select Cookie Ice Cream Sandwich etc
• Gas: 7-Eleven was the first store to sell gas for cars etc.
• Wireless accessories and personal care products like Connect by 7-Eleven Powerbank, 7-Select Comb & Pik Set etc.
Image: Wikimedia
7-Eleven Price/Pricing Strategy:
Below is the pricing strategy in 7-Eleven marketing strategy:
7-Eleven stores keep the price of items as competitive with respect to other stores.
The generic items includes brand sold on every convenient store like coffee, chips, bread, eggs etc. But for its privately labelled products like Slurpees, Big Gulp etc the pricing is a bit higher. The reason for increased pricing for its private labelled products is simply because these product are liked by its customers and are exclusively available at 7-Eleven stores only. Moreover as the store offers one-stop shopping solution for all the needs of customers and the time length (7 am to 11 pm and some stores are opened for 24 hours also) at which the store operates, the customer are happy paying some premium pricing for the offering made by 7-eleven stores. This gives an insight in the marketing mix pricing strategy of 7-Eleven stores.
7-Eleven Marketing Strategy comprises of not only its Marketing Mix, but also segmentation, targeting, positoning, competition and analysis like SWOT. Also read 7-Eleven SWOT Analysis, STP & Competitors
7-Eleven Place & Distribution Strategy:
Following is the distribution strategy in the 7-Eleven marketing mix:
7-Eleven stores was started in Dallas,Texas in the year 1927 but by the end of 1950s the stores were spread to Florida, Maryland, Virginia and Pennsylvania. In the year 1969 the company crossed international border and launched stores in Canada and currently the company has about 70,000+ stores spread across 17 countries. The company also provides its franchise to potential owners which can be applied directly from 7-Eleven website. In order to better serve its customers, the 7-Eleven company has come up with 7-Eleven mobile app which caters to the needs to internet friendly generation of customers. Through the app the 7-Eleven stores are able to better serve customers by delivering food, paying bills online, give reward points to customers etc.
7-Eleven was the first store to sell coffee to go to better serve customers.
7-Eleven Promotion & Advertising Strategy:
The promotional and advertising strategy in the 7-Eleven marketing strategy is as follows:
7-eleven stores follow an Omni-channel approach for its promotional strategy from digital promotion to events to physical store sites promotion. The 7-Eleven company is engaged in enhancing its sales through ‘shoulder’ campaign for its Slurpee product that cited the benefits of the produc t beyond just refreshment. The company has also started celebrating 7-Eleven day as a promotion strategy to get more customers to its stores. On this day the 7-Eleven stores offers free Slurpee from any of its stores. Also the company started offering small Slurpee on fuel purchase to get new customers. The company also offers gift cards, 7-Eleven Universal Fleet Card, Prepaid Cards to give special offers to its customers. 7-Eleven has also been engaged in many events like Shelter Makeover Project, Unisel Voice for Refugee, Slurpee Tasting Test etc to attract the audience and build brand awareness. The company had a new advertising campaign launched in 2021, highlighting the evolution of the brand over the years.
Since this is a service marketing brand, here are the other three Ps to make it the 7Ps marketing mix of 7-eleven.
7-Eleven company employees more than 45000 employees and hires college graduates and military veterans among its staff. 7-Eleven company also offer lots of perks and benefits to its employees to sharpen their skills and grow their career within the company with a feeling of satisfaction and safety for not only employees but also their families. 7-Eleven offers health program and dental care program to both its full time and part time employees. The company also awards its employees who have completed their one year in company by profit sharing. 7-Eleven also runs an Employee assistance program to help employees tackle financial or legal problems. 7-Eleven is not only concerned with people within their company but also their customers and people around. 7-Eleven company runs a project A-Game to help in development of youth by imparting education. 7-Eleven also runs a project called operation chill to reduce crime and improve relationship between police and youth.
7-Eleven is one of the largest convenience store which has retail chain of size 60000+ worldwide. A customer can enter the store and buy food, drinks and lot more. Most of the 7-Eleven stores operate 24 hours a day, 7 days a week. So the store offers food varieties for breakfast till midnight. There are various ways to check out from the store. A person can pay through cash or credit/debit card at any 7-Eleven store.7-Eleven also offers a bill payment application. 7 Eleven also offers gift card, prepaid card, 7-Eleven Universal Fleet Card as one of the payment option. The customer can also use 7-Eleven mobile application to order products and pay bills. 7-Eleven has also tied up with logistic companies like DoorDash and Postmates which uses technology to cater to on-demand delivery shopping solution to its customers to serve them better. Even during the Covid pandemic, the stores were open as essential retailers, benefiting all the people.
Physical Evidence:
7-Eleven runs a chain of convenience store globally across 18 countries. As a matter of fact, every two hours a 7-Eleven store is born around the globe. The size of retail chain is now more than sixty thousand. 7-Eleven offers lots of product like food and drinks for breakfast, lunch, evening snack, dinner and late night snack. The company offers generic items like brand sold on every convenient store like coffee, chips, bread, eggs etc and also privately labelled products like Slurpees, Big Gulp etc. Some of the 7-Eleven stores also have arrangement to sit and eat snacks there. 7-Eleven company has come up with 7-Eleven mobile app which caters to the needs to internet friendly generation of customers. Through the app the customers can order food, pay bills online, redeem reward points etc. These store and online application act as a physical evidence for the company. This covers the marketing mix of 7-eleven stores.
About 7-Eleven:
7-Eleven is the world’s first convenience store founded in the year 1927 by J C Thompson. Earlier the store name was Tote’m store but it was later changed to 7 Eleven in the year 1946. The idea behind the name ‘7-Eleven’ is that the store is opened 7 days a week from 7am to 11 pm. The store began its first operation in Dallas, Texas with the aim to sell everyday staples to customers and now the store offers varieties of products like hot food, coffee, salad, energy drinks and lots more.
The company has more than 60000 stores worldwide and operates in 18 countries including Australia, Singapore, Malaysia and many more. The company 7-Eleven also offers franchise to potential owners and is therefore the main reason for its growth around the globe.
This article has been researched & authored by the Content & Research Team . It has been reviewed & published by the MBA Skool Team. The content on MBA Skool has been created for educational & academic purpose only.
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7-Eleven’s Evolving Strategy Keeps Us Ahead Of The Game
No matter the industry, the business environment is always in flux. Companies that become too comfortable with their positions in an industry and rest upon their laurels soon find themselves struggling to catch up with the changing times and the changing needs of their customers, and before long they’re out of business. Just look at what happened to Xerox, IBM, and Kodak.
In order to become an industry leader and remain on top, companies must evolve and adjust to the times. 7-Eleven has always been a leader within the convenience store channel mainly because it is an innovator and has been able to quickly adapt to the shifting retail landscape and the changing needs of our customers. From a franchisee’s perspective, I feel pretty good that our company is proactive rather than reactive, and that 7-Eleven has its finger on the pulse of the retail market and is able to effectively forecast and adjust to changes.
One of the ways 7-Eleven is adjusting is by devoting considerable resources to find out more about our customers. Through extensive research we are learning how people shop, what they expect, what they react to, what gets their attention, and then we gear our marketing and our merchandising toward that, which is very innovative. This allows us to better serve our customers’ needs so they will come shop in our stores because we have more of what they want.
Take the increasing use of smart phones, for instance. These days, consumers are very technologically sophisticated and use their smart phones to quickly compare prices and deals while shopping. Given the current weak economy and rising gas prices, consumers are feeling the squeeze and are very careful about where they shop and what they buy. To appeal to these customers, 7-Eleven developed a smart phone app that informs them of our special promotions, provides coupons, and even has a store locator. I think this is a great step forward, and we should absolutely encourage our customers to download the app.
Another service that 7-Eleven is now offering in select test markets that definitely has the potential to attract more foot traffic is the Amazon Lockers program. Essentially, stores are being outfitted with lockers that customers can use to have the items they purchase on Amazon.com shipped to instead of their homes. Then, on their way home from work or wherever, they stop by their local 7-Eleven to pick up the package. I believe this service will go long way in helping us attract new—and more importantly, loyal—customers, especially those with busy lifestyles that are always on the go.
SEI’s research into the changing needs of our customers has also found that, although they are more price sensitive and are seeking more deals because of the tight financial times, they more often prefer to spend a little more to get that premium product. This is especially true when it comes to foodservice items. Right now, foodservice is the highest potential growth category—generating $640 billion in sales compared to $40 billion for cigarettes, which we have long relied on for incremental sales. Armed with this knowledge, 7-Eleven has been changing its approach to foodservice for the last several years to emphasize more high-quality fresh and hot food items priced competitively.
Part of this plan involves developing a distribution strategy to get more fresh foods into our stores quicker, and this includes expanding into more densely populated cities and towns. With this in mind, SEI has spent the last several years building a significant number of new stores and acquiring smaller chains. In the last year alone, our company has added 961 new stores to its roster—over 330 more than it had originally planned. The stores range from regular, stand-alone buildings to smaller urban locations, all to support a more efficient distribution strategy.
In the end, it comes down to how well a company can keep up with the changing times and market. So far, 7-Eleven’s evolving strategies have gotten us through the recession and the weak economy, and I am confident they will keep us ahead of the game.
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The vision statement of 7-Eleven
Posted by George on Mar-10-2020
1.1. What is a vision statement?
The vision statement for 7-Eleven is its strategic plan for the future – it defines what and where 7-Eleven Company wants to be in the future. The vision statement for 7-Eleven is a document identifying the goals of 7-Eleven to facilitate its strategic, managerial, as well as general decision making processes.
1.2. Components of the vision statement
1.2.1. concise.
The vision statement of 7-Eleven is brief and to the point. This means that the company has not used long dialects and dialogues to delivers its opinion ad stance to the public and relevant stakeholders. The vision statement should be brief and comprehensive – it should communicate the essence of the business, and its future plans to help the stakeholders understand its business philosophy and business strategy.
1.2.2. Encompassing description
The vision statement of 7-Eleven should be brief but should be holistic in nature. This means that the visions statement should be complete in its description and information of what the company desires, and how it plans to achieve its long term goals strategically. The vision statement should be a comprehensive statement identifying the company’s core strengths, which would enable it to achieve its futuristic goals.
1.3. How to develop a vision statement
The company should identify the following t be able to guide its business decisions towards future success and progress to be able to develop a successful vision statement:
1.3.1. Look at the organizational history
- When did 7-Eleven start the business?
- How many employees did the company have during the beginning?
- The significant milestones that 7-Eleven has achieved since being started, and when were these milestones achieved?
- Include all positive and negative milestones that 7-Eleven has faced, and how it overcame them?
- What does 7-Eleven enjoy the most about its business and why?
These questions will help the management and key decision makers at 7-Eleven to critically assess the history and the various decisions that were made for 7-Eleven and the business. These will be critically reviewed for the positive o the negative consequences they brought, and how that influenced the general business direction or 7-Eleven to have it stand in its present position.
1.3.2. Look at the present
- What is the business landscape for 7-Eleven currently?
- How many employees does the business have currently?
- What is the unique value proposition offered by 7-Eleven
- What are the strengths, weaknesses, opportunities and threats being faced by 7-Eleven in the present?
- What is the financial strength of the company in the present?
These questions will help strategic managers and decision-makers identify the need of the business to progress, as well as identify the resources needed for advancement. In addition, these questions will also help 7-Eleven in deciding the future direction it wants to take on, and how to achieve and realize that direction. Lastly, assessment of present standing for 7-Eleven will help the business identify how it can improve the business with potential changes.
1.3.3. Look at the future of the organization
- What are the long term goals for 7-Eleven?
- What are the short term goals for 7-Eleven?
- How can the company improve its offerings?
- Which processes and ideas can be implemented to help the business gain higher effectivity and efficiency?
- What is the potential for growth for 7-Eleven?
- What are the secondary goals of the business?
These questions will allow managers and decision makers for 7-Eleven to clearly think about where they want the business to be in the future, and how this future and its goals can be achieved and realized.
1.3.4. Identify loopholes
The process of critically assessing the past, present and future of 7-Eleven is important for vision building because:
- It allows identification of gaps and loopholes between the present an the future
- It directs 7-Eleven towards filling those loopholes through correct resource allocation
- It helps idea generation for enhancing business performance
- It allows strategic decision making for fueling business growth
1.4. How to implement a vision statement
1.4.1. gathering for a meeting and idea generation.
- 7-Eleven should gather all employees from different managerial levels in groups
- These groups should work towards generating ideas based on what the organization stands for, and what it offers
- The idea generation should be based on the employee's perception
- The ideas should also involve where the progression of the company should be focused on
- In addition, the employees should also focus their ideas on foreseeing a potential future for 7-Eleven
1.4.2. Grouping similar ideas and developing drafts
- Similar ideas should be grouped
- Senior level employees should develop and compare descriptions for grouped ideas
- The grouped ideas should be categorized according to themes
- The thematic groupings should be prioritized with the organizational offerings and values
- Draft vision statements should be created based on high priority groups of ideas and descriptions
1.4.3. Evaluating the vision statement
- Visions statements should be evaluated on their criteria of matching with the organizational offering and potential
- The vision stamen should also reflect the work environment and business potential of 7-Eleven
- The vision statement should be in line with the values of 7-Eleven
1.4.4. Communication of vision statement
- The visions statement should be communicated to all relevant stakeholders of 7-Eleven
- The visions statement should be incorporated in the annual statement
- The visions statement for 7-Eleven should also be updated, and transparently be drafted within the organization
- The visions statement should be sued to guide the drafting of the mission statement
2. The mission statement of 7-Eleven
2.1. what is a mission statement.
The mission statement for 7-Eleven is a public document that details the values and strategic aims of 7-Eleven. The mission statement of 7-Eleven also identifies the purpose of the organization existence, highlighting the services and the products it offers. Further, the mission statement also identifies the organization’s operational goals for 7-Eleven, the processes the company uses to achieve those, the target customer groups, and the region where the company operates.
2.2. Components of a mission statement
2.2.1. customer satisfaction.
The mission statement of 7-Eleven focuses on addressing issues of customer satisfaction. The mission statement of 7-Eleven has identified its target customer groups, and also identified their needs and demands. The mission statement reflects on how its products and services work towards increasing customer satisfaction for its target customers.
2.2.2. Based on core competencies
The mission statement of 7-Eleven is based on its integral strengths and competencies. This is important for 7-Eleven as the mission statement will highlight the different systems and processes as well as strategic tactics that the company uses to achieve its organizational and strategic goals. The achievement of the goals will depend on how well 7-Eleven makes use of its core competencies.
2.2.3. Realistic and clear
The mission statement for 7-Eleven is also realistic and clear. This means that 7-Eleven has used simple, string, and easily understood words and phrases in the drafting of its mission statement. Clarity is important so that the mission statement is understood by all relevant stakeholders of 7-Eleven Company. 7-Eleven’s mission statement is also realistic, which makes it able to achieve various set goals and targets.
2.2.4. Motivational and inspirational
The mission statement of 7-Eleven is motivational in that it works towards inspiring the employees and the workforce towards giving their optimal best performance towards the goal achievement of 7-Eleven. The mission statement of 7-Eleven is also inspirational in that it develops the need for growth and progress in individuals – for the betterment of not only the company but also for their own selves.
2.2.5. Specific and sharp
The mission statement of 7-Eleven is precise and to the point. It is easy to understand and delivers what the audience must know about 7-Eleven’s offerings and operations. It is important to keep the missions statement short, sharp and precise to be able to successfully communicate the company’s standing to stakeholders, instead of dragging it on into long pages with repetition and non-important aspects.
2.2.6. Reflects the company’s offerings
The mission statement of a company should be based on what the company has to offer in terms of products and services. This means that the mission statement for 7-Eleven highlights its offerings, but ensures that this offering is in line with the values that the company stands for. The mission statement for 7-Eleven, therefore, identifies the ethical grounds through which the company systematically works to deliver its offering.
2.3. How to develop a mission statement
It is important to follow the following steps and answer the following questions to be able to develop successful mission statements:
2.3.1. What does 7-Eleven do?
- Define the purpose of 7-Eleven
- Define its brief history
- Define the need for existence for 7-Eleven
2.3.2. How does 7-Eleven manage to achieve its promised offering?
- Explain the systems and operations employed at 7-Eleven
- Identify relevant ethical policies in place at 7-Eleven
- Highlight the use of transparency at 7-Eleven in all matters
- Define the processes that 7-Eleven uses to deliver its promised offering to target customer groups
2.3.3. For whom does 7-Eleven produce offerings?
- Define target market customers for 7-Eleven
- Target market customers from different regions can also be defined
- 7-Eleven can also explore secondary target market groups, and define them in the mission statement
2.3.4. What value is 7-Eleven adding on?
- Define the value additions being brought forward by 7-Eleven in the customer’s life
- Define the purpose of the offerings being delivered by 7-Eleven
- Highlight the importance of 7-Eleven in the lives of its customers
2.4. How to implement the mission statement
2.4.1. communication.
- 7-Eleven should communicate the mission statement to all stakeholders – employees, customers, shareholders, public, government etc.
- 7-Eleven should also keep the mission statement transparent and accessible at all times
2.4.2. Training
- 7-Eleven should encourage its employee force to undergo training if need be to meet the requirements of the mission statement
- 7-Eleven should regularly hold workshops to refine the values being defined in the mission statement and build them in its employee force
2.4.3. Goal setting
- 7-Eleven should develop SMART goals to meet the strategic targets identified in the mission statement
- 7-Eleven should also develop ethical grounds to remain in line with the mission statement
- 7-Eleven should keep goals flexible, but the means to achieve the goals should be stringent and should reflect the values drafted in the mission statement
3. Goals of 7-Eleven
3.1. what are organizational goals.
Organizational goals are those business and strategic objectives that define the purpose of 7-Eleven. Organizational goals are strategic targets that 7-Eleven wants to achieve over a period of time. This time period is generally long term. The goals of 7-Eleven help direct its employee behaviour, as well as help in directing the operations of the business in the short term.
3.2. Components of goal
3.2.1. achievable.
The goals set by 7-Eleven should be achievable. This means that 7-Eleven should have the resources and the finances necessary for being able to realize the organizational goals over the long haul. 7-Eleven should also have the strategic leadership to be able to achieve these organizational goals.
3.2.2. Time-frame defined
All goals set by 7-Eleven- even for the long term – have an attached time frame. This is important to ensure that the organization is effective and efficient in realizing its goals.an attached time frame for the goals set for the long term future also helps in establishing a related time frame for the more short term organizational objectives.
3.2.3. Easy to understand
The goals should be fairly simple and should be easily understood by all employees of 7-Eleven. This is important as only when employees are clear about what the goals are, their importance, and the urgency of achieving them will they be able to relate with them and work towards achieving them.
3.2.4. Easy to communicate
The goals set by 7-Eleven should also be easy to communicate. This means that the jargon used for goal setting and goal communication should be clear and precise. These goals should be communicated with all managerial levels, and all employees to allow them a directive path to help the organization achieve these goals.
3.2.5. Pragmatic
The goals set by 7-Eleven should also be realistic in nature. This means that all strategic goals defined by 7-Eleven should take into consideration not only its internal financial position and resources but also the skill set of its employees and the larger macro environment. This will enable the company to set goals that will sue the core competencies of 7-Eleven to help it achieve the strategic goals easily, and realistically.
3.2.6. Relation with job tasks
All goals should be relatable with the employees of 7-Eleven. This means that all goals should directly or indirectly be tied to the job tasks and job nature of employees. This is to ensure that employees don’t feel redundant and use their skills to help the organization progress.
3.3. How to develop goals
3.3.1. strategic evaluation.
- Assess and review the vision statement
- Based on the vision statement and company values, decide where 7-Eleven should be in the next five years
3.3.2. Brainstorming
- Brainstorm goals that will help 7-Eleven achieve its long term direction
- Group goals according to themes
- Cluster the goals, and briefly describe each group and cluster
- Set long term goals for the company according to different clusters and groups
3.3.3. Prioritization
- Prioritize different clusters and groups
- Set and define long term goals based on prioritization
- Prioritization should be based on how soon the different defined goal groups and clusters will help 7-Eleven progress and achieve its desired position in the next five years or so to develop a successful vision statement
3.4. How to implement goals
3.4.1. communication.
- Communicate the goals to all managerial levels
- Goals should also be communicated to all relevant stakeholders – including distributors, shareholders, third-party contractors etc.
- Goals may also be communicated to customers
- Communication of goals will help 7-Eleven achieve goals by defining roles and milestones needed for achievement
3.4.2. Periodic strategic evaluation
- Evaluate the progress of goal attainment periodically
- This evaluation is done at a strategic level and operational level
- Different goals should be set for different departments of 7-Eleven to help it achieve the broader long term goals
- These departmental goals help in directing operations towards the larger strategic goal attainment
3.4.3. Training
- Employee training to develop skills needed and necessary for goal attainment
- Training can be in-house or out-house for employees
- Training for 7-Eleven should be continual and should be consistent with the goals set
4. Objectives of 7-Eleven
4.1. what are organizational objectives.
Organizational objectives for 7-Eleven are the short to medium term targets and goals that the organization sets to achieve the bigger strategic goals set for the long term. The organizational objectives are important in shaping resource allocation within 7-Eleven as well as in determining the policies, schedules and processes that are implemented in 7-Eleven.
4.2. Components of objectives
4.2.1. specific.
All objectives set by 7-Eleven are specific and clear. This helps employees, as well as managers, manage and maintain focus on the targets and the end results that need to be achieved. At the same time, specific objectives help managers determine skill development and training needs within their departments as well.
4.2.2. Measurable
Objectives at 7-Eleven are also measurable. This means that all objectives can be tracked for progress. This is important for 7-Eleven as it helps in meeting deadlines. The element of measurability is added in objectives by adding quantifiable criteria for determining progress and objective achievement.
4.2.3. Attainable
The goal should be attainable that even in stretching the abilities of the employees and challenging them, it should remain possible to achieve. The objectives at 7-Eleven are attainable in that they push the employees out of their comfort zones but remain possible to achieve.
4.2.4. Realistic
Objectives at 7-Eleven are also attainable in that they are realistic. This means that 7-Eleven sets objectives keeping in view the organizational resources and constraints to be able to achieve objectives effectively and within time.
4.2.5. Timely
Objectives at 7-Eleven are also time-bound in that they have a specified start and finish date. The timeliness of the objective helps 7-Eleven maintain a sense of urgency in employees, and keep them motivated towards achieving the objective.
4.3. How to develop objectives
4.3.1. focus on overall strategy.
- Objectives should focus on the broader organizational strategy
- This will facilitate the organization in keeping in view the broader purpose and at the same time work towards achieving quantifiable goals and objectives
- By keeping in view strategic focus, 7-Eleven also maintains proximity with the vision of the organization and works towards enhancing the performance of the organization
4.3.2. Focus on goal
- Objectives at 7-Eleven should be set keeping in view the set organizational goals
- Objectives at 7-Eleven should flow from the organizational goals, and work towards helping the company and its departments and operations achieving the set goals
- This is important as it keeps objectives strategically relevant to the organizational processes and systems
4.3.3. Focus on the time frame and skill sets available
- Objectives at 7-Eleven should focus on the time constraints present in terms of resource present, as well as the urgency of the organization and the industry
- Objectives at 7-Eleven should also focus on the skillset of employee and organizational resources available
- Focus on resources and skills is important to ensure that all objectives are attainable
- Focus and relevance with resources and skills will also help 7-Eleven identify gaps that it needs to fill through training
4.4. How to implement objectives
4.4.1. communication.
- Objectives at 7-Eleven should be discussed with employees mutually
- Purpose of the set objectives should be clearly discussed, and communicated with the employees
- This discussion should entail not only the objective, but also the time period within which it is expected to be completed, and the processes and means to achieve it
- Objectives should also include aspects of personal and individual growth and development of employees to make sure that employees remain motivated throughout
4.4.2. Performance appraisal
- The performance appraisal at 7-Eleven helps managers and supervisors keep track of objective achievement and employee performance
- The performance appraisal also helps keep the objectives time bound through regular reviews and discussions
- The performance appraisal also helps identify skills development aspects that employees need and helps the managers develop suitable and needful strategic training programs for skill development and skill improvement
5. References
Cole, G., 2003. Strategic Management. Boston: Cengage Learning EMEA.
French, R., 2011. Organizational Behaviour. Hoboken:NJ: John Wiley & Sons.
Gilligan, C. & Hird, M., 2012. International Marketing: Strategy and Management. London: Routledge.
Hill, C. & Jones, G., 2007. Strategic Management: An Integrated Approach. Boston: Cengage Learning.
King, D. & Lawley, S., 2016. Organizational Behaviour. Oxford: Oxford University Press. Learning.
Kotler, P. & Keller, K., 2009. Marketing Management. New Jersey: Prentice Hall.
Perkins, S. & Arvinen-Muondo, R., 2013. Organizational Behaviour: People, Process, Work and Human Resource Management. London: Kogan Page Publishers.
Thompson, J. & Martin, F., 2010. Strategic Management: Awareness & Change. Hampshire: Cengage Learning EMEA.
Witcher, B. J. & Chau, V. S., 2010. Strategic Management: Principles and Practice. Boston: Cengage Learning EMEA.
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Segmentation, targeting, positioning, marketing strategic planning, marketing 5 concepts analysis, swot analysis & matrix, porter five forces analysis, pestel / pest / step analysis, cage distance analysis international marketing analysis leadership, organizational resilience analysis, bcg matrix / growth share matrix analysis, block chain supply chain management, paei management roles, leadership with empathy & compassion, triple bottom line analysis, mckinsey 7s analysis, smart analysis, vuca analysis ai ethics analysis analytics, 7 eleven (malaysia) swot analysis / swot matrix.
- SWOT Analysis / SWOT Matrix / Weighted SWOT Analysis / Strategy /
What is SWOT Analysis? What is included in SWOT Analysis of 7 Eleven ?
SWOT Analysis / Matrix of 7 Eleven by EMBA PRO includes the four key elements - Strengths, Weaknesses, Opportunities, & Threats. The strengths and weaknesses address the internal factors of the company, opportunities and threats are the macro challenges that 7 Eleven is facing in Malaysia and other international markets that it operates in. 7 Eleven (SEVE) is listed on Kuala Lumpur stock exchange.
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What are the major elements of swot analysis / swot matrix.
SWOT Analysis is a methodological approach to analyze the - Strengths & Weaknesses that 7 Eleven possess, and Opportunities & Threats that the firm faces because of competitive and macro-economic factors prevalent in Malaysia. SWOT analysis provides key insights into both internal and external factors that can impact the performance of an organization. It can help the leadership of the organization to optimize performance, look for new opportunities, manage competition, maximize return on resources employed, and minimization of various business and policy making risks.
7 Eleven SWOT Matrix / Weighted SWOT Analysis
Please email for detail SWOT Matrix based on the Weighted SWOT Analysis of 7 Eleven
What are "Strengths" in SWOT Analysis? Strengths of 7 Eleven
Strengths are the firm's capabilities and resources that it can use to design, develop, and sustain competitive advantage in the marketplace
- Track record of innovation - Even though most players in the Services strive to innovate, 7 Eleven has successful record at consumer driven innovation.
- Success of new product mix - 7 Eleven provides exhaustive product mix options to its customers. It helps the company in catering to various customers segments in the Retail (Grocery) industry.
- Diverse Revenue models - Over the years 7 Eleven has ventured into various businesses outside the Services sector. This has enabled the company do develop a diversified revenue stream beyond Services sector and Retail (Grocery) segment.
- High margins compare to Retail (Grocery) industry's competitors - Even though 7 Eleven is facing downward pressure on profitability, compare to competitors it is still racking in higher profit margins.
- First mover advantage in the increasingly crowded market place. The new products are rapidly increasing 7 Eleven market share in the Retail (Grocery) industry.
- Strong brand recognition - 7 Eleven products have strong brand recognition in the Retail (Grocery) industry. This has enabled the company to charge a premium compare to its competitors in Retail (Grocery) industry.
Weaknesses of 7 Eleven What are "Weaknesses" in SWOT Analysis?
Weaknesses of 7 Eleven can either be absence of strengths or resources of capabilities that are required but at present the organization doesn't have. Managers have to be certain if the weakness is present because of lack of strategic planning or as a result of strategic choice.
- Low investments into 7 Eleven's customer oriented services - This can lead to competitors gaining advantage in near future. 7 Eleven needs to increase investment into research and development especially in customer services oriented applications.
- Niche markets and local monopolies that companies such as 7 Eleven able to exploit are fast disappearing. The customer network that 7 Eleven has promoted is proving less and less effective.
- Gross Margins and Operating Margins which could be improved and going forward may put pressure on the 7 Eleven financial statement.
- Declining market share of 7 Eleven with increasing revenues - the Retail (Grocery) industry is growing faster than the company. In such a scenario 7 Eleven has to carefully analyze the various trends within the Services sector and figure out what it needs to do to drive future growth.
- Business Model of 7 Eleven can be easily imitated by the competitors in the Retail (Grocery) industry. To overcome these challenges companyname needs to build a platform model that can integrate suppliers, vendors and end users.
- Extra cost of building new supply chain and logistics network - Internet and Artificial Intelligence has significantly altered the business model in the Services industry and given the decreasing significance of the dealer network 7 Eleven has to build a new robust supply chain network. That can be extremely expensive.
Opportunities for 7 Eleven What are "Opportunities" in SWOT Analysis?
Opportunities are potential areas where the firm chan identify potential for - growth, profits, and market share.
- Lower inflation rate - The low inflation rate bring more stability in the market, enable credit at lower interest rate to the customers of 7 Eleven. This will increase the consumption of 7 Eleven products.
- Lowering of the cost of new product launches through third party retail partners and dedicated social network. 7 Eleven can use the emerging trend to start small before scaling up after initial success of a new product.
- Local Collaboration - Tie-up with local players can also provide opportunities of growth for the 7 Eleven in international markets. The local players have local expertise while 7 Eleven can bring global processes and execution expertise on table.
- Customer preferences are fast changing - Driven by rising disposable incomes, easy access to information, and fast adoption of technological products, customers today are more willing to experiment / try new products in the market. 7 Eleven has to carefully monitor not only wider trends within the Retail (Grocery) industry but also in the wider Services sector.
- Trend of customers migrating to higher end products - It represents great opportunity for 7 Eleven, as the firm has strong brand recognition in the premium segment, customers have experience with excellent customer services provided by 7 Eleven brands in the lower segment. It can be a win-win for the company and provides an opportunity to increase the profitability.
- Increasing customer base in lower segments - As customers have to migrate from un-organized operators in the Services industry to licensed players. It will provide 7 Eleven an opportunity to penetrate entry level market with a no-frill offering.
PESTEL / STEP / PEST Analysis and Solution of 7 Eleven
Porter five forces analysis of 7 eleven, marketing segmentation, targeting, and positioning analysis of 7 eleven, theats to 7 eleven what are "threats" in swot analysis.
Threats are factors that can be potential dangers to the firm's business models because of changes in macro economic factors and changing consumer perceptions. Threats can be managed but not controlled.
- Changing demographics - As the babyboomers are retiring and new generation finding hard to replace their purchasing power. This can lead to higher profits in the short run for 7 Eleven but reducing margins over the long run as young people are less brand loyal and more open to experimentation.
- Commoditization of the product segment - The biggest challenge for 7 Eleven and other players in the industry is the increasing commoditization of the products in Services industry.
- Changing political environment with US and China trade war, Brexit impacting European Union, and overall instability in the middle east can impact 7 Eleven business both in local market and in international market.
- Competitive pressures - As the new product launch cycles are reducing in the Services industry. It has put additional competitive pressures on players such as 7 Eleven. Given the large customer base, 7 Eleven can't respond quickly to the needs of the niche markets that disruptors are focusing on.
- Growing technological expertise of local players in the export market - One of the biggest threat of tie-up with the local players in the export market for 7 Eleven is threat of losing IPR. The intellectual property rights framework is not very strong in emerging markets especially in China.
- Trade Relation between US and China can affect 7 Eleven growth plans - This can lead to full scale trade war which can hamper the potential of 7 Eleven to expand operations in China.
How do you perform SWOT Analysis? What SWOT analysis explains?
Objectives of performing swot analysis at 7 eleven for retail (grocery) segment.
SWOT analysis is one of the most widely used tools for strategic analysis. According to a research done by Harvard Business School – more than 75% of the managers in strategy department had used SWOT analysis for the purpose of strategic analysis. Strategists at 7 Eleven can utilize SWOT for following objectives -
Using SWOT for Strategic Planning at 7 Eleven
Over the years the nature of the strategic planning has changed in the Retail (Grocery). managers utilize SWOT not only for short term planning but also for long term strategic planning. It will provide the managers with a better understanding of market, organization, and competitors.
Using SWOT for Performance Improvements
In the short term SWOT is an effective tool to improve business processes, part of business, or both together. SWOT helps 7 Eleven managers to identify areas of weakness in operations in the organization. Managing and eliminating these weaknesses can drive future growth of 7 Eleven.
Using SWOT analysis for Venture Feasibility, New Project Viability & New Product Launch
Project management and feasibility analysis have become more specialized. SWOT analysis can still help managers at 7 Eleven to work out the pros and cons of new project, initial viability and long term scope keeping in the competitors’ strategy and macro environment development.
Using SWOT to Thwart Competitive Challenges
Often managers neglect trends in macro environment because of the narrow focus on the industry. It can happen to 7 Eleven in the Services at the present moment. To manage these competitive challenges and macro environment trends managers at 7 Eleven can use SWOT to pinpoint specific threats and allocate requisite resources to deal with those threats.
Using SWOT Analysis to Set Corporate Goals & Key Objectives
The easiest objective for which SWOT analysis can be used by 7 Eleven is for setting strategic goals, defining key objective areas and desired results. This can lead to a time based SWOT analysis exercise where 7 Eleven leaders conduct SWOT at a fixed interval and assess what it needs to tinker to achieve the stated goals.
Steps to conduct SWOT analysis for 7 Eleven for the Services Sector
Clearly defining the objectives of the SWOT analysis. Managers at 7 Eleven in Retail (Grocery) industry should define the appropriate scope for the analysis. If the scope is too broad then SWOT analysis won’t able to highlight internal factors and if the scope is kept too narrow then managers can miss the macro environment opportunities and threats.
Try to substantiate the strengths, weaknesses as objectively as possible in terms of what the 7 Eleven does, how it does it, and where are there scope of improvements.
Managers at 7 Eleven can also use SWOT analysis to understand how key strengths can be extended either to adjacent areas or new industries all together.
Analyzing the macro trends from not only Services industry perspective but from a more holistic perspective. It will provide better clues regarding where customers are going and what trends 7 Eleven can leverage.
Key considerations to write a good 7 Eleven SWOT Analysis
- Defining what skills are essential for the survival of the 7 Eleven in Retail (Grocery) industry.
- Isolate the strengths and weaknesses of the 7 Eleven as much as possible.
- Are there people extremely critical to organization that can tilt the balance between strengths and weaknesses of the company.
- What strategies 7 Eleven can employ to diversify the risks emerging from the weaknesses of organization and threats from the macro environment.
- Provide proper weightage to the various factors that drive 7 Eleven topline and bottomline growth.
How often should 7 Eleven conduct SWOT analysis in Retail (Grocery) industry?
The frequency of conducting SWOT analysis in Services sector depends upon the objectives of the company and rate of change in the Services sector and Retail (Grocery) industry.
What is the difference between SWOT Analysis and PESTEL Analysis of 7 Eleven
PESTEL, a complementary tool to SWOT, expands on the analysis of external context by looking in detail at specific types of issues that frequently have an impact on implementation of project/ initiatives.
References Books on 7 Eleven SWOT Analysis
7 Eleven (2018) , "7 Eleven Annual Report", Published in 2018. Euromonitor (2018) , "Services Sector Analysis ", Published in 2018. A. D. Chandler , Strategy and Structure (Cambridge, Mass.: MIT Press, 1962) L. Wrigley , Divisional Autonomy and Diversification (PhD, Harvard Business School, 1970) M. E. Porter , Competitive Strategy(New York: Free Press, 1980) O. E. Williamson , Markets and Hierarchies(New York: Free Press, 1975) R. E. White , Generic Business Strategies, Organizational Context and Performance: An Empirical Investigation, Strategic Management Journal7 (1986)
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Good company » launch pad, 7-eleven bets on tech to redefine convenience and entertain.
Chief digital officer Tarang Sethia on how the convenience chain is banking on checkout-free shopping, speedy product delivery and ‘retailtainment’ to enhance the buying experience.
By: Barbara Thau , Senior Features Editor
7-Eleven is betting on tech to power its next-generation, hassle-free shopping journey for customers that excites and delights them, too.
It’s turning to features like cash-register-free checkout, product delivery and augmented-reality-fueled gaming and “retailtainment” (think POKÉMON Go ) to make it happen.
The chain boasts that while it set the bar in convenience retailing, it’s now pushing to raise it, Tarang Sethia, chief digital officer of the 70,000-store global chain, told CO—.
For the more than 50% of the U.S. adult population that lives within a mile of 7-Eleven’s 10,000 stores in the U.S. and Canada, “We defined convenience, and now we are looking to redefine convenience as [consumers] change and their needs and wants evolve,” Sethia said. “Our customers are looking for speed, value and delight and our plan is to make every consumer interaction valuable and delightful,” he said.
The push comes as a new wave of upscale, tech-driven convenience startups like Alltown Fresh and Bridges General make their way onto the retail scene, courting millennials and health-conscious consumers with fare like organic falafel fritters, craft beer and kombucha on tap in cushy environs with wood inlaid flooring, comfy couches and soft lighting.
Indeed, 7-Eleven, along with national convenience retail rivals like Wawa , is upping its food game as well, touting fresh, healthier fare like its 7-Select brand of “locally made meals” in store.
But the retailer, which has long catered to a core convenience store customer seeking “smokes and Cokes,” also knows that “not everybody needs to have 5,000-square-foot stores and offer organic chick peas,” Pete Trombetta, Moody’s convenience store analyst, told CO—. “There’s a lot of customers looking for the cheapest gas around and maybe they’re looking for POKÉMON.”
That’s precisely why 7-Eleven is building tech-enabled convenience and play into its loyalty program to boost both store traffic and woo consumers that might not have otherwise shopped the chain, he said. App-driven rewards are becoming more important for a lot of companies to create some stickiness in their customers, Trombetta said. “You see it with hotels, airlines.”
‘Skipping the line, every time’
For 7-Eleven today, “Our priorities are to be a customer obsessed, food-and-beverage focused and digitally enabled company and continue to revolutionize customer loyalty,” Sethia said.
It’s tackling that mandate, in part, by reaching out to consumers via all their digital touch points, banking on its 7Rewards loyalty program to catalyze shopper convenience and engagement.
The convenience chain seems to have little choice, as on-demand consumers increasingly navigate their lives and moment-to-moment wants and needs — think Uber , Netflix and DoorDash — through their digital devices.
It’s one reason why 7-Eleven is looking to slay shoppers’ dreaded wait in the checkout line via mobile tech.
The move plays out against the background of Amazon Go , the checkout-free store concept that appears to have lit a fire under merchants from Giant Eagle in the U.S. to Britain’s Tesco, partnering with tech startups to power their own cashierless platforms.
According to a recent study conducted by Forrester Research , waiting in the checkout line is the top complaint among U.S. grocery, mass-merchandise and convenience store shoppers.
“Americans spend 37 billion hours waiting in lines, not all in retail, with a significant amount of that being in checkout lines,” Sethia said. “We challenged ourselves and asked, ‘How do we disrupt this? How can we enable our customers to skip the line, every time?’
“We wanted to go for the fastest and best customer experience, keeping in mind that every customer is walking around with a point-of-sale in their pocket — their smartphone,” he said. “We decided to use a technology platform that customers are already comfortable using to enable a frictionless experience at our stores.”
When testing its mobile checkout platform, which nixes shoppers’ wait in line, 7-Eleven found that its customers craved some kind of payment confirmation as they left the store so that it didn’t look like they were stealing.
The finding inspired the retailer to develop “confirmation stations,” patent pending devices shoppers scan to confirm their purchase as they exit the store.
Our priorities are to be a customer obsessed, food-and-beverage focused and digitally enabled company and continue to revolutionize customer loyalty.
Tarang Sethia, chief digital officer, 7-Eleven
Convenience
Convenience store chain 7-Eleven has expanded upon its already-existing convenience offerings by now providing features like mobile checkout and delivery. Read on for more convenience trends.
Available exclusively to rewards members, mobile checkout is now live in 50 7-Eleven locations, and “we are excited to expand mobile checkout to more stores in 2020,” Sethia said.
Now at 25 million members, the 7Rewards loyalty program is central to how the chain both woos customers and understands them, too.
“Relevance is a key driver of customer engagement,” Sethia said. The retailer is mining the reams of data culled from reward members’ physical and digital footprints in a bid to deliver offers that strike a resonant chord. “Artificial intelligence and machine learning allow 7-Eleven to analyze the massive volume of transactions and customer behavior to offer value that resonates with customer preferences,” he said.
Sethia describes 7Rewards — membership has nearly tripled from 9 million consumers to more than 25 million today — as a success story that has had a halo effect on the entire business, Sethia said.
And thanks to “forward-thinking” technology decisions, he says, “7-Eleven teams have taken the company and its customers from a simple loyalty app with generic coupons and a cup-and-drink punch card to a program that rewards every customer for nearly everything they buy, empowering them to choose how they use those rewards and better tailor them to each customer’s individual needs and preferences,” Sethia said.
“Most importantly, the [rewards] program continues to drive incremental revenue and traffic for 7-Eleven franchisees.”
The ’new frontier’ of product delivery
Meanwhile, delivery of products, services and food has become a fierce battleground for the retail, restaurant and grocery sectors, as businesses rush to adapt to consumers’ e-commerce-informed, instant-gratification expectations.
7-Eleven knows this, too. It tiptoed into the service business in 2017 with 7NOW, what Sethia called its “life-changing mobile app,” enabling on-demand delivery of snacks and drinks like organic, cold-pressed juice to toiletries, dog food and diapers, from local 7-Eleven stores. The 7NOW Pins capability was released last year, which enables customers to get their products delivered to popular areas like parks, beaches and stadiums.
"Food delivery is a new frontier for the convenience store sector,” Moody’s Trombetta said. “It’s another way for 7-Eleven to compete better.”
In expansion mode, the delivery service is now available in over 200 cities, serving over 300 million households, accepting Apple Pay and other mobile payment options.
The service, Sethia says, is redefining convenience. “We are there when and where [consumers] need us, by bringing the store to them,” he said. “We are also delivering orders to customers in 30 minutes or less.”
The retailtainment factor
Augmented reality (AR), which overlays digital images onto real world imagery, trotted into the popular imagination in 2016 when a Japanese smartphone game, POKÉMON Go, had grown folks worldwide combing the streets to hunt down virtual creatures via the magic of AR, breaking Guinness World Records in the process.
And although four years on consumer adoption of AR — like an app that let’s you virtually try-on makeup or visualize how a digitally rendered couch will look in your living room — remains relatively low, “Gamification and augmented reality continue to be a key component of the program and experiences we offer,” Sethia said.
Indeed, 7 Eleven is turning to AR to serve up retailtainment that combines play, pop culture and special perks designed to stoke shopper engagement both online and in store via its app and rewards program, Sethia said.
During football season, for example, members can earn points and savings by playing football-themed games or engaging with shareable experiences.
The chain is also partnering with entertainment heavyweights on games and product mashups. It teamed with Warner Brothers last year on the POKÉMON Detective Pikachu film to bring Detective Pikachu inside its stores with collectible, limited-edition merchandise, beverages and food, but also AR games like find the missing POKÉMON while earning 7Rewards points, free 7-Eleven items, exclusive POKÉMON Detective Pikachu sneak peeks and more.
Looking ahead, 7-Eleven expects to announce new AR programs in 2020, but said it couldn’t yet reveal those plans.
“In addition to how we’re elevating the 7-Eleven experience across our more than 9,000 stores across the country and through our technology,” Sethia said, “these types of collaborates are just another opportunity to delight our customers.”
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The Brand Push the Limits
A Global Leader
The quenchers of thirst. The feeders of hunger. The constant to cravings. As the world’s largest convenience store and a top-10 franchisor, 7‑Eleven is a legendary brand that is known and loved around the world.
- South Korea
- Philippines
- United States
- Connecticut
- District of Columbia
- Massachusetts
- North Carolina
- New Hampshire
- Pennsylvania
- Rhode Island
- South Carolina
- West Virginia
Where It All Began
We started from the bottom – an icehouse, to be exact, back in 1927. Since then, we’ve been putting muscle to the hustle, building more than 71,000 stores in 17 countries. With 9,000 stores in the U.S., there’s plenty of opportunity to go around.
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A History of Convenience
Explore Our Story
Through the Years
1927 the world’s first.
To make life a little easier on his customers, “Uncle Johnny” Jefferson Green has the bright idea to start selling everyday staples from the dock of a local icehouse in Dallas, Texas. The world’s first convenience store is born.
1933 Drinks for Everyone
Prohibition is repealed and the ice docks start selling beer and liquor, which dramatically impacts store growth.
1937 The Idea Spreads
Southland Ice Company President and Founder Joe C. Thompson Jr. takes Uncle Johnny’s idea to other local ice docks. Within a decade, locations selling the new product line triple in numbers. The new “convenience stops” are called Tote’m Stores.
1946 A New Name
The name changes from Tote’m Stores to 7‑Eleven to reflect the new extended hours – 7am to 11pm, seven days a week.
1950s Beyond Texas
The one-stop shopping locations offer everything consumers need, including gas. New stores open in Florida, Maryland, Virginia, and Pennsylvania.
1963 Driving in Cars
More and more people now own cars, which means the need for convenience is on the rise. 7‑Eleven opens the 1,000th store – and counting.
1963 All Night Long
A 7‑Eleven location near a university in Austin stays open all night to accommodate students. The 24/7 idea is a hit and soon catches on in other locations.
1964 Franchise This
7‑Eleven enters the franchising business with the purchase of several Speedee Mart franchises in California.
1965 The Drink Revolution
It starts with the launch of the Slurpee® drink and the world’s first coffee to go.
1969 Crossing Borders
7‑Eleven goes international and opens locations in Canada, bumping up the number of stores to 3,500.
1970s The Self-Service Movement
7‑Eleven leads the way, offering self-serve gas and the first self-serve soda fountain. Americans are also introduced to the Big Gulp® fountain drink.
1980s World Traveler
7‑Eleven continues opening new international locations, including stores in Australia, Sweden, Taiwan, Hong Kong, Singapore, Guam, Malaysia, and the Philippines.
1990s Getting Healthy
7‑Eleven starts shipping fresh food products daily to meet the needs of health-conscious consumers.
Present No Signs of Stopping
With 71,000 stores – and counting – located around the globe, we’re more determined than ever to continue innovating and delivering “what the customers want, when and where they want it.”
Take It to Eleven
Our marketing isn’t for us – it’s for our Franchisees. We invest in successful marketing efforts in order to remain a top brand and increase sales for your stores. Check out our latest campaign and join us as we take a step into the future to drive a new generation of customers to your stores.
Opportunity Is Waiting
New to franchising? Or just 7‑Eleven? Learn how you can get started on your journey to greatness.
We welcome unique backgrounds and experiences.
Convenience stores thrive in nearly every community in the U.S. So, it’s no surprise that our brand’s success comes from the fact that our Franchisees represent all different types of communities and cultures.
Our Leadership
Demonstrating customer obsession to be the world’s leader in convenience.
- Executive Committee
- Leadership Team
Joseph M. DePinto
President and Chief Executive Officer
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Stanley Reynolds
Executive Vice President and Chief Financial Officer
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Doug Rosencrans
Executive Vice President and Chief Operating Officer
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Executive Vice President of Merchandising and Demand Chain
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Executive Vice President, Fuels
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Marissa Jarratt
Executive Vice President and Chief Marketing Officer
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Jesus Delgado-Jenkins
Executive Vice President, Technology, Innovation and Experience
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Treasa Bowers
Senior Vice President of Human Resources
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Lillian Kirstein
Senior Vice President, General Counsel, and Secretary
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Onutase (OD) DeHenre
Chief of Staff to the President and CEO
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Ken Wakabayashi
7‑Eleven International (7IN) Co-Chief Executive Officer
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Holly Angell
Senior Vice President of Construction, Engineering and Facilities
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Brooke Hodierne
Senior Vice President, Merchandising
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Senior Vice President of Fresh Food and Proprietary Beverages
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Raghu Mahadevan
Senior Vice President and Chief Digital Officer
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Senior Vice President, General Manager of Speedway and Speedway Integration
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Senior Vice President and Chief Information Officer
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Randy Quinn
Senior Vice President, Franchise Operations
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Brad Williams
Senior Vice President, Corporate Operations and Restaurants
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Ian Williams
Senior Vice President, Field Development and Real Estate
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Senior Vice President, Fuels Strategy and Support
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Joe DePinto is the President and CEO of 7‑Eleven, Inc. and leads the premier company in convenience retailing. Globally, there are more than 81,000 7‑Eleven stores of which some 15,000 stores are in North America.
Before being appointed Chief Executive Officer of 7‑Eleven, Inc. in 2005, Joe was President of GameStop Corporation. He has also held executive positions at PepsiCo, Inc. and Thornton Oil Corporation.
Currently, Joe is a Board Director of 7‑Eleven, Inc., Seven & i Holdings Co., Ltd. (TYO: 3382), and is the Chairman of the Board of Brinker International (NYSE: EAT).
In December 2017, Joe was appointed a Civilian Aide to the Secretary of the Army. He also serves on the Board of the National Association of Convenience Stores, the Business Executives for National Security, the Johnny Mac Soldiers Fund, the UT Southwestern Medical Foundation, and the Global War on Terrorism Memorial Foundation. Additionally, Joe is a Council member of the George W. Bush Presidential Center Military Service Initiative, the Kellogg School of Management Global Advisory Board, and the Dallas Stars Ownership Advisory Group.
A native of Chicago, Illinois, Joe earned a bachelor’s degree in engineering management from the United States Military Academy at West Point and a Master of Business Administration from the Kellogg School of Management at Northwestern University.
Stan Reynolds is Executive Vice President and Chief Financial Officer for 7‑Eleven, Inc. He is responsible for the company’s Finance, Planning, Development & Real Estate, Construction & Facilities, M&A, Strategic Sourcing functions, and Canada Operation. He is also a member of 7‑Eleven’s Executive Committee.
Reynolds joined the company as Manager of Corporate Finance in 1997 and was named Assistant Treasurer in 2000. He was promoted to Vice President and Treasurer in 2001, added responsibility for strategic planning in 2005, and was named CFO later that year.
Prior to joining 7‑Eleven, Reynolds was Vice President in Corporate Banking at NationsBank and previously worked as a Staff Accountant at Ernst & Whinney.
Stan is a board member of 7‑Eleven, Inc., 7‑Eleven International, and previously served on the boards of The Children’s Place (NASDAQ: PLCE), the North Texas Food Bank, and the Dallas Symphony Orchestra. Stan is a Certified Public Accountant. He holds a Master of Business Administration in Finance from Vanderbilt University and a bachelor’s degree with summa cum laude honors from Henderson State University.
Doug is Executive Vice President and Chief Operating Officer for 7‑Eleven, Inc. He is responsible for more than 7,400 franchised locations as well as for developing, implementing and maintaining strategic plans to support store growth and overall profitability. He is also a member of 7‑Eleven’s Executive Committee.
Doug brings 11 years of experience to his current role, having previously served 7‑Eleven as Senior Vice President of Franchise Operations, as Vice President and General Manager for the company’s Canadian operations, and as Vice President of Operations for 670 franchise and corporate sites in Texas. Doug also led 7‑Eleven Fuel Operations, where he was responsible for the company’s retail and wholesale fuels supply and delivery operations, retail fuels pricing, car wash, and environmental compliance and remediation.
Doug joined 7‑Eleven after stints at Mobil Oil Corporation and ExxonMobil Corporation that included both leadership and support roles in fleet operations, category management, field merchandising, retail fuel pricing and retail operations.
Doug holds a bachelor’s degree in finance and management from Texas A&M University and is a graduate of the Executive Master of Business Administration program at Southern Methodist University.
Jack Stout is Executive Vice President of Merchandising and Demand Chain at 7‑Eleven, Inc. He leads the company’s merchandising operations, including category management, new product introductions, new category and profit center development, store sets and fresh food innovation. He also oversees store of the future, commissaries, and the distribution centers that serve 7‑Eleven, Inc.’s stores. Jack is a member of 7‑Eleven’s Executive Committee.
Jack joined the company in 2003 as Operations Planning Manager. He went on to hold positions as Director of Store Development Strategy, Senior Director of National Franchise and Vice President of Business and Financial Planning prior to his joining the Merchandising Leadership team in 2015 as Senior Vice President, Merchandising and Demand Chain.
Before joining 7‑Eleven, Jack served as an officer in the U.S. Air Force, achieving the rank of Captain. He was awarded the Air Force Commendations Medal and selected as a Professional Performer by the Inspector General. After serving in the military, Stout held positions with TXU Energy and Booz Allen and Hamilton. He currently serves on the board of Café Momentum, a non-profit culinary and restaurant organization that provides mentoring, support and work experience to at-risk youth in North Texas.
Jack graduated from Duke University, Durham, N.C., where he studied mathematics and earned his bachelor’s degree. He also holds a Master of Science in Applied Statistics from Wright State University and a Master of Business Administration from Duke University’s Fuqua School of Business.
Sean Duffy is Executive Vice President, Fuels for 7‑Eleven, Inc. In his role he leads all aspects of 7‑Eleven’s fuel business including supply, trading, transportation, retail pricing, wholesale, strategy, environmental, car wash, brands and support. He is also a member of 7‑Eleven’s Executive Committee.
Sean joined the company in 2008 as Vice President of Fuels. He went on to hold positions as Vice President of Mergers and Acquisitions, Senior Vice President of Development (Real Estate, Network Planning, Construction, Maintenance and Franchising), and Senior Vice President of Logistics, before returning in 2019 to lead the Fuels business as Senior Vice President, Fuels.
Prior to joining 7‑Eleven, Duffy worked for Mobil Oil and ExxonMobil for 19 years in various operations, planning and franchise leadership roles. He currently serves on the board of Bridge Lacrosse, an organization that uses lacrosse to broaden the horizons of the community’s underserved youth.
Duffy graduated from Union College (NY), where he earned a bachelor’s degree in managerial economics. He lives in Dallas with his wife Mary Beth and their three children.
Marissa Jarratt is Executive Vice President and Chief Marketing Officer at 7‑Eleven, the world’s largest convenience brand. She leads the marketing strategy to “redefine convenience” for today’s digitally savvy customer through brand strategy and advertising, cultural partnerships, customer insights, data monetization and retail media, personalization, in-store marketing, corporate communications, customer care, visual identity and communications across all mediums, including broadcast media, CRM, digital, social, PR and internal channels. She leads her team to deliver breakthrough, award-winning marketing programs that drive consistent growth, especially among the coveted demographic, Gen Z. Marissa is also a member of 7‑Eleven’s Executive Committee.
She has deep food and beverage knowledge and marketing expertise, having held multiple senior leadership positions at PepsiCo, where she served as VP Global Snacks Marketing, and at Dean Foods Company, where she served as SVP and Head of Marketing, General Manager for the Frozen Business Unit, and Chairwoman of the Board for Good Karma Foods, a plant-based food and beverage company. Marissa led the marketing strategies for some of America’s favorite brands, including Lay’s Potato Chips, Cheetos Snacks, TruMoo Chocolate Milk and Friendly’s Ice Cream, resulting in profitable growth and increased brand equity in the process.
Marissa is a Path to Purchase 2022 Hall of Fame inductee and previously was recognized as a Top Woman in Grocery by Progressive Grocer, as a Rising Star by the University of Texas at Austin McCombs School of Business Hall of Fame, and as a “40 Under 40” Brand Innovator.
Marissa serves as the Chair of the Advisory Council for the University of Texas at Austin McCombs School of Business Masters in Marketing program, and on the Marketing Committee for the board of the Dallas Museum of Art. She previously served as the Chairman of the Board for Good Karma Foods and as a member of the Executive Committee of MilkPEP, the dairy industry trade association.
Marissa is a life-long Texas Longhorn and holds a Master of Business Administration, Bachelor of Business Administration in Finance and a Bachelor of Arts in Spanish from The University of Texas at Austin. She and her husband, Jon, and their son, Henry, live in Plano, Texas.
Jesus H. Delgado-Jenkins is Executive Vice President, Technology, Innovation and Experience at 7‑Eleven. He is also a member of 7‑Eleven’s Executive Committee.
Previously, Jesus served as 7‑Eleven’s Senior Vice President of Business Development and Chief Growth Officer, as well as Chief Merchandising Officer, leading marketing, digital, social, merchandising, 7-Ventures, logistics and manufacturing.
Before joining 7‑Eleven, he advised executives of Fortune 500 companies on strategy and profitability for PriceWaterhouse Strategy Group. Jesus also served as Vice President of Dominick’s Finer Foods and worked for the US Treasury Department as CFO and Deputy Chief Operating Officer. After his service with the Treasury, Jesus acquired a convenience retail chain, significantly improving growth, performance and profitability from 2006 to 2010, after which he joined 7‑Eleven, Inc.
In the past, Jesus has also worked with private equity firms as CEO for start-ups to rapidly take advantage of emerging consumer product opportunities.
Jesus has a bachelor’s degree in mechanical engineering (aerospace) from the United States Military Academy at West Point, a Master of Business Administration from the Kellogg Graduate School of Management at Northwestern University and is fluent in Spanish. He lives in Dallas and Los Angeles with his wife and two children.
Treasa Bowers serves as Senior Vice President of Human Resources for 7‑Eleven, Inc. In this role, she leads the company’s talent strategy, overseeing talent acquisition, talent management, training and development, total rewards, and employee relations. Treasa began her career at 7‑Eleven in 1983 as an Operation Management Trainee in Salt Lake City, UT and over the next three decades was promoted to roles of increasing responsibility within Operations and Human Resources. In 2017, she became Vice President of Human Resources and Women’s Diversity, Equity, Inclusion and Belonging. In 2020, Treasa was named 7‑Eleven’s first Chief Diversity Officer responsible for connecting 7‑Eleven’s DE&I strategy to business objectives with special focus on leadership growth, cultural awareness and engagement and talent management. Prior to joining 7‑Eleven, Inc., Treasa pursued a career in banking and finance with First Interstate Bank.
Treasa has been awarded Seven & i Holdings’ Ship Shape Award (1993), Division Staff Person of the Year (1994), and Human Resources Excellence Award (2013). In 2017, she was recognized as Convenience Store News’(CSN) “Mentor of the Year” and one of the “Top Women in Convenience.” She currently serves on multiple non-profit boards including CSN’s Diversity and Inclusion Advisory Board, Scholarship America, and the Global Leadership Enhancement and Mentoring Network.
Treasa is a graduate of the Human Resources Institute at Villanova University and received a Bachelor of Science degree in business administration and management. from Kennedy-Western University. She lives in Frisco, TX with her husband, Tony, and their son, Jared.
In her role as General Counsel, Lillian is responsible for overseeing legal matters of the business as a whole, including those related to human resources, merchandising, logistics, acquisitions, real estate, fuel, information systems, trademarks, environmental and general corporate matters. Additionally, Lillian’s group includes the company’s government affairs team.
With over 30 years of experienced as a lawyer, Lillian has held multiple senior in-house positions at Lennox International Inc., Oxy, and Atlantic Richfield Corporation before joining 7‑Eleven in 2012. She holds a Doctor of Jurisprudence from Baylor Law School and a Bachelor of Arts in English from Baylor University.
Onutase (OD) DeHenre is Chief of Staff to the President and CEO of 7‑Eleven, Joe DePinto. In his role, OD enables more effective time management and decision-making for DePinto and his team, integrating work streams and linking the leadership team to the broader 7‑Eleven organization. OD joined the company in 2004 as a Field Consultant. He has since held multiple positions including Retail Fuel Pricing Analyst, Retail Fuel Pricing Manager, Fuel Supply Operations Manager, Director of Fuel Supply and Transportation, and Digital Product Director. Before joining 7‑Eleven, OD was a Logistics Officer in the United States Air Force in Delaware and abroad in Japan where he oversaw supply chain operations. OD received his bachelor’s degree in biological sciences from the University of Mississippi and a Master of Business Administration from the McCombs School of Business, University of Texas at Austin. He lives in Frisco with his wife and two children.
Ken Wakabayashi is Co-Chief Executive Officer for 7‑Eleven International LLC which owns the 7‑Eleven trademark globally. He is responsible for all 7‑Eleven operations outside North America and Japan, to include overseeing the trademark.
Ken is currently a Board Director of 7‑Eleven International LLC, 7‑Eleven, Inc. and the National Association of Convenience Stores International (NACS International).
Previously, Ken was Senior Vice President, Head of International for 7‑Eleven, Inc. where he led its global portfolio of more than 43,000 licensed, company owned, franchised, and joint-venture stores operating in 15 countries.
Ken began his career with Seven-Eleven Japan in 1994 where he held positions in Operations and Corporate Planning before transitioning to Ito-Yokado Co., Ltd. in Overseas Finance in 2002.
In 2004, Ken moved from Tokyo to Dallas and joined 7 Eleven, Inc. as Director, Operations Support and was promoted to Vice President, Operations Support in 2006.
After serving in a variety of leadership roles at 7 Eleven, Inc., Ken went to Japan in 2014 for a one-year assignment at Seven-Eleven Japan and returned to 7 Eleven, Inc. in 2015 as the Senior Vice President of Planning.
Ken has a Bachelor of Business Administration degree from the University of Montevallo where he graduated Cum Laude in 1994.
Holly Angell is the Senior Vice President of Construction, Engineering & Facilities for 7‑Eleven, Inc. She leads the strategy and execution to modernize 7‑Eleven’s brick and mortar customer experience by transforming construction, environmental and facility management. She is also responsible for the expansion of electric vehicle charging and improving the entitlements process.
Holly joined 7‑Eleven from Hong Kong, where she most recently was the Global Leader for Store Development and Design Director for Dairy Farm International Holdings. Prior to Dairy Farm, she was the Senior Vice President of Store Development for Southeastern Grocers and a GM leading Construction, Engineering & Sustainability for Coles supermarket chain in Australia. Holly brings over 20 years of global and progressive experience in the retail sector to 7‑Eleven. She holds a bachelor’s in electrical engineering from Boise State University. She is based out of Dallas, Texas with her husband and two sons.
Brooke Hodierne is Senior Vice President, Merchandising for 7‑Eleven, Inc. In her role, she leads the category management team that develops, implements, and communicates the merchandising strategic vision for vault, packaged goods, tobacco and services. Brooke also supports the acceleration of our Emerging Brand program.
Before joining 7‑Eleven, Brooke held multiple positions at Giant Eagle, Inc., serving as Vice President of Own Brands, Senior Director of Strategic Sourcing and Own Brands, and Director of Prepared Foods Merchandising. She supported brand marketing at Del Monte Foods and held analytical roles with financial investment firms Wilshire Associates, Federated Investors, and the Vanguard Group.
Brooke was recognized as a Top Woman and “Rising Star” in Grocery by Progressive Grocer, served as a speaker and panelist at Progressive Grocer’s Grocerant Summit, and is a graduate of Leadership Pittsburgh, Inc’s development program. She was also a member of the Women’s Leadership Program through the Palumbo-Donahue School of Business at Duquesne University and the Food Executive Program at Cornell University.
Brooke holds a Master of Business Administration from Point Park University and a Bachelor of Science in Finance from The Pennsylvania State University. She and her family live in Colleyville, Texas.
Raj Kapoor is the Senior Vice President of Fresh Food and Proprietary Beverages for 7‑Eleven, Inc. He is responsible for driving fresh food and proprietary beverage growth by setting the menu strategy, developing customer centric foodservice platforms, improving core products, renewing the company’s current manufacturing infrastructure, and leveraging delivery to increase 7‑Eleven’s market-share.
Prior to assuming his current role, Raj was the Senior Vice President and Chief Information Officer for 7‑Eleven, Inc. responsible for developing customer and Franchisee focused technology solutions that enable 7‑Eleven’s business strategy. Raj has also served as Vice President and General Manager of 7‑Eleven Canada, responsible for developing the strategy and action plans to drive quality store growth, expand fresh food and execute Retailer Initiative. He has also served as the Vice President of International.
Raj has more than 25 years of experience with 7‑Eleven. He has held various roles within the company including field consultant, logistics manager, sales and merchandising director, senior director of operations and vice president of operations. He holds a bachelor’s degree and an Executive Master of Business Administration from Temple University.
Raghu Mahadevan is the Senior Vice President and Chief Digital Officer for 7‑Eleven, Inc. He leads all aspects of digital innovation and implementation for the company and is responsible for creating the digital ecosystem for 7‑Eleven customers, stores, franchisees and vendor partners, including customer product (7‑Eleven app and 7Rewards Loyalty program), 7‑Eleven’s delivery business (7NOW), enterprise product (store systems, restaurants and fuels digitization), digital strategy, design and R&D. Previously, Raghu was responsible for building and scaling 7‑Eleven’s delivery business nationally and laying out the eCommerce strategy.
Raghu has more than 18 years of experience in digital product management, business analysis, marketing, operations, and risk management. Prior to joining 7‑Eleven, he headed up the Refinance business and Franchised Dealer Marketing Experience for Capital One Auto Finance. At Capital One, Raghu has served in various business, operations, digital and general management leadership roles across the company’s card, retail banking and financial services divisions. Prior to Capital One, he worked with McKinsey & Company in Chicago.
Raghu earned his Master’s degree in mechanical engineering from the University of Minnesota and a Masters in Business Administration from the University of Chicago Booth School of Business. He received his undergraduate degree in mechanical engineering from the Indian Institute of Technology Bombay.
Sam Mulkey is the Senior Vice President, General Manager of Speedway and Speedway Integration. In his role, Sam leads the Store Support Center in Enon, Ohio and is responsible for leading a successful integration of the combined 7‑Eleven and Speedway business.
Sam joined 7‑Eleven via the acquisition of Speedway in 2021 with more than 30 years of industry experience, including leadership roles within finance, customer loyalty and information technology. Prior to joining 7‑Eleven, Sam was involved in Speedway’s integration efforts with Hess and Andeavor.
Sam holds a bachelor’s degree in organizational leadership from Wittenberg University and is based in Enon, Ohio.
As Senior Vice President and Chief Information Officer of 7‑Eleven, John Phee oversees 7‑Eleven technology strategy and leads 7‑Eleven’s product engineering, data engineering, infrastructure and operations, information technology and R&D teams. His IT teams in Ohio, Dallas, Canada, and Bangalore, India are dedicated to continuing 7‑Eleven’s legacy of innovation with industry-leading digital and technology solutions. Keeping the customer at the forefront, John is redefining how technologies such as artificial intelligence, Internet of Things, and more will improve the customer experience.
Randy Quinn is Senior Vice President, Franchise Operations at 7‑Eleven. In his role he is responsible for leading operations, growth and profitability for all Franchise store locations.
In his 17 years with 7‑Eleven, Randy has held leadership positions in a variety of functions, including New Store Development, Store Operations, Acquisition Integration, Field Merchandising, Fresh Food Merchandising, Financial Planning and more. Most recently, he served as Senior Vice President of Finance.
Randy earned his MBA from The Fuqua School of Business at Duke University. Prior to Duke, he took part in the Financial Leadership Rotation Program for General Motors in his native Detroit, where he also earned a bachelor’s degree in corporate finance from Wayne State University.
Randy is a member of Duke University’s Fuqua School of Business Alumni Council and NACS Research and Technology Committee. He, his wife Erin, and their children live in the Dallas area.
Brad Williams is Senior Vice President of Corporate Operations and Restaurants for 7‑Eleven, Inc. In this role, he is responsible for corporate-operated stores and restaurant platforms.
Brad has over 30 years of proven leadership experience within the convenience retail, restaurant and petroleum industries. He joined 7‑Eleven as part of the Sunoco acquisition. At Sunoco LP, Brad held the position of Executive Vice President of Operations where he was responsible for all corporate-operated convenience stores, Laredo Taco Company restaurants, real estate and new business development.
Prior to joining Sunoco LP, Brad was Chief Operating Officer at L Catterton private equity firm’s Mid-Atlantic Convenience Stores, LLC (“MACS”). Prior to joining MACS, Brad spent over 13 years at The Pantry, Inc., and served in various executive level positions including Region Vice President of Operations and Senior Vice President of Store Operations and Restaurants. He is a graduate of Texas Christian University with a bachelor’s in business administration.
Ian Williams is Senior Vice President, Field Development and Real Estate, for 7‑Eleven, Inc. He leads the real estate team and supports new store growth, real estate administration and optimization of the 7‑Eleven store portfolio.
He has experience in operations, field training, mergers & acquisitions, and strategic planning and has held various roles at Mobil Oil, Hess Corporation, Ahold Delhaize and Sunoco. Ian began his career working at Lockheed Missiles and Space Company in its Fleet Ballistic Missiles branch.
Ian holds a Bachelor of Science in Mechanical Engineering from Villanova University and is a graduate of the university’s Executive Master of Business Administration program. He lives in Frisco with his wife and has three children and two grandchildren.
Matthew (Matt) Yoder is Senior Vice President, Fuels Strategy and Support for 7‑Eleven, Inc. In his role, Matt is responsible for fuels strategy, wholesale support, fuel brands, car wash, environmental, and the commercial fleet business. Matt joined 7‑Eleven via the acquisition of Speedway in 2021 where he served as Chief Commercial Officer. During his tenure at Speedway, Matt oversaw the purchasing, business development, fuel pricing, and strategy/innovation teams.
Matt has over 30 years of industry experience including leadership roles in marketing, strategy, and finance. He began his career in 1991 with ExxonMobil and held various dealer channel, pricing, planning, and finance roles. He then joined ConocoPhillips in 2001 as the Pricing Manager for the U.S. and progressed through various roles in strategy and marketing until joining Western Refining in 2007. Matt managed Western's retail business and led their newly formed logistics MLP, WNRL, when it launched in 2013. In 2017, Andeavor purchased Western Refining, and Matt became VP, Retail, leading over 1,100 locations in the Southwest, on the West Coast, and in Minnesota. Matt joined Speedway as part of the Andeavor acquisition in 2018.
Matt graduated from Pennsylvania State University in 1991 with a Bachelor of Science in Marketing and earned a Master of Business Administration from The Wharton School in 2001.
Matt and his wife Candice are parents of three sons: Levi, Luke, and Nicholas.
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7-Eleven plans expansion to 20,000 US stores after Speedway buy
Acquisition cements Seven & i's top position in major retail market
TOKYO -- Japanese retail group Seven & i Holdings plans to expand its web of U.S. convenience stores to 20,000 following the $21 billion deal to buy American counterpart Speedway, it was learned Monday.
The company's 7-Eleven chain is already the biggest in the U.S., with about 9,000 stores. In addition to Speedway's 4,000 or so existing outlets, the group plans to further build the network, distancing itself from Canada's Alimentation Couche-Tard, the No. 2 operator in the U.S., which has around 6,000 including Circle K shops.
7-Eleven parent to buy US convenience store Speedway for $21bn
7-eleven operator drops $22bn bid for speedway gas stations, 7-eleven rethinks 'convenience' in japan's new normal, itochu to take 100% stake in convenience store familymart, seven-eleven to sell life insurance in japan, latest on business deals, renault, geely ink deal with saudi aramco for engine venture, china m&a deals set for rocky ride after hitting near decade low: pwc, japan's olympus to expand into stents with $370m acquisition, sponsored content, about sponsored content this content was commissioned by nikkei's global business bureau..
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Corporate and Business Strategy of 7-Eleven, Inc - Case Study Example
- Subject: Management
- Type: Case Study
- Level: Undergraduate
- Pages: 6 (1500 words)
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Extract of sample "Corporate and Business Strategy of 7-Eleven, Inc"
- The company’s mission is becoming not just close, but also convenient. The company seeks to make life a bit simple for its customers by ensuring the organisation is where it is where they need it. All the company’s personnel work hard to ensure that 7Eleven meet the needs of its store guests with friendly, reliable and fast service as well as the desired products (MarketLine, 2016).
- 7Eleven vision is becoming the best convenient retailer. The company management believes that being the best retailer will enable the employees to brighten the customers’ day as well as make their lives much easier. This can be achieved by smiling while serving the customers at the store or making sure that the food available at the store are fresh throughout. Therefore, the company always pays attention to the customers and sometimes change so as to meet the changing needs of its end-users (MarketLine, 2016).
- 1.3 Strategic Intent
Strategic intent at 7Eleven offers motivation, focus and direction for the whole organisation and plays a crucial role in the firm’s organisational and architectural development. According to Romar (2009, p.59)the, when strategic intent becomes the firm’s motivational as well as organisational energy, core competencies become the footing. Even though 7Eleven immediate market success is attributed to the wide acceptance of the company’s current product offerings, the success in future will be defined by the company’s ability to project customer needs, market possibilities, as well as the competencies needed for the development of the organisational capabilities required to create future products that would be successful in the market. Mburu and Thuo (2015, p.59) define intent as a psychological model possessed by a person able to create intentional states. Such mental states as mentioned by Mburu and Thuo (2015, p.59) must be coupled and achieved in the external reality. More importantly, the leaders’ desire to offer direction results in strategic intent steered by the desire to remain competitive. Clearly, the strategic intent does not just involve the development of the strategic plan but also working on the goals, vision, and mission of the organisation. At 7Eleven, the company aspiration to remain stable and competitive over time has inspired the leaders to partake in strategic intent; thus, they always think the unthinkable with the objective of creating a commitment to the company’s future and help shape the core competencies of the firm with the objective of promoting sustainable future. The strategic intent of 7Eleven is reducing the company’s offices and stores footprint by 20% before 2025. The company plans to achieve this goal by strategically investing in a number of sustainability and energy programs, which would enable the company to reduce its resource consumption and waste as well as improve efficiency. In addition, 7Eleven intends to use LED lighting so as to promote energy conversation and manage its energy consumption through espousal of energy management systems. More importantly, 7Eleven intends to engage all the stakeholders across the globe in order to promote social responsibility (7-Eleven Corporate, 2016).
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7-Eleven CIO Discusses Business Intelligence
Next up, an IT “rock star,” as Saffo called him: Keith Morrow , CIO of 7-Eleven.
So, what does a purveyor of Slurpee and Big Bite and beef jerky have to tell you?
A lot about leveraging business intelligence (BI) to make better decisions. Morrow began by quoting the ice merchant whose business eventually became 7-Eleven, Joe Thompson: “Give them what they want, where and when they want it.” He was a practitioner of BI before it had a name. When people switched from using icebox to fridge, they didn’t need to go to the ice dock anymore. But he started getting in other things they wanted (bread, eggs, milk) and brought it to out to their cars. He listened to the customer and gave them what they wanted. That little vignette still drives 7-Eleven, though it now has 30,000 stores worldwide and 2,500 items per store.
Morrow defines BI as the process of enhancing data into information and then into knowledge that can be used for decision making.
The average loyal 7-Eleven customer visits a store more than two times per day. In Japan it’s 3.5 times per day, mostly for meals. Fresh food is the fastest growing category at 7-Eleven, and it is driven by “what the customers want.” And by intensive inventory analysis, with each item in each shop being examined at least weekly if not daily, to understand how long it’s been on the shelf to move it, change it or get rid of it to maintain “inventory velocity.” Each store (mostly franchises, but not all) has an HP Proliant server and each store manager is certified up to three levels to be able to place orders. Orders placed by noon are shipped at midnight. The ordering information is aggregated and managers work with suppliers to “iterate products” almost daily. That is, change ingredients, packaging color, size, etc.
It is truly staggering how much detail is dealt with in such short spans of time. Morrow warned, however, that BI is not a panacea. It cannot compensate for a bad business model or strategy, execute strategy or change culture, or overcome executive misalignment, lack of vision or weak leadership. In short, it’s an enabler; it won’t run the business for you.
Morrow shared some more pointed lessons learned (the hard way, he said) at 7-Eleven.
Continuous improvement requires continuous sponsorship of senior team.
The BI business case is very difficult to quantify in terms of tradional ROI analysis. Consider return on invested capital (ROIC) as an alternative.
Allow enough business collaboration, transparency and governance into the BI program to maintain high trust over time. In 7-Eleven’s case, the business “makes” the BI program, tweaking and defining what it contains.
Think about cultural or organizational barriers, and try to set up standard business rules and reports versus ad hoc ones.
7-Eleven has an annual visioning meeting with the strategic planning group. “We roadmap where we’re taking the BI platform over the next three years.”
There’s an enhancement committee of midlevel midmanagement key users of platform.
Performance and capacity planning is necessary. Expectations always go up, so always ask where there are bottlenecks or latency at any point in system…
Ensure governance to prioritize investments.
Vendor management of key BI tech providers is very important (especially watching how their roadmap aligns with yours). Info security enters into it too…this intelligence is your crown jewel, must protect
There were many good questions from the audience.
One about core technologies: Besides the HP Proliant 2-way server in every store, 7-Eleven uses a SQL database. Frame relay to one huge instance of Oracle at the back end. Business Objects is the high end tool, used to push out Web daily reports to retailers. Ascential is ATL tool.
Q: Why can’t I as a consumer be validated at the gas pump that I have more than $50 in my checking account–the tanks shut off at that point.
A: Our experience is that a lot of customers don’t want us to know they were at our pump. Until gas prices really started going up we were 80-90 percent cash. They want to come in, come out, transact, not have customized, intrusive bells and whistles. We err way on the side of protecting confidentiality and privacy of consumers.
Q: But has all the BI given you any insights on your customers?
A: Well, we sold $57 million worth of condoms last year…. I don’t know how interesting that is, but, you know, we’re doing our part ….
Q: From the idea of BI to the first implementation of turning information to knowledge, what was the time frame?
A: Probably a year from idea to starting to implement. Two years of “hand to hand combat” every day. Basically consolidating to a culture of three standard merchandizing reports and 20 standard retail reports…. But it was hard to get buy-in while operationalizing that. End to end, three years to get to critical mass.
Q: Since you’re a “rock star,” can I get your autograph?
A: No. No signatures. It might end up on a vendor contract or something!
–Sandy Kendall
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The ‘King of Convenience Stores’ Dies
Rutter’s enters world of online ordering, yesway prepares to scale up rewards with stuzo, indie closeup: inside the ‘hot dog store’, fueling up to free snacks: pilot’s new rewards challenge, 7-eleven executives share strategy, ‘experience’.
LAS VEGAS -- Amid controversy and dueling lawsuits, 7-Eleven Inc. held its annual trade show and event, the 7-Eleven Experience, in Las Vegas in mid-February. 7-Eleven CEO Joe DePinto and fellow executives, COO Chris Tanco and chief digital officer and CIO Gurmeet Singh , shared the convenience-store retailer’s strategy to meet customers’ rapidly changing needs. The theme was “It Can Be Done.”
- Click here to read about Singh, one of CSP’s 2018 Power 20 c-store industry change makers.
Along with more than 280 vendor partners, the executives offered franchisees more than 850 prebook opportunities, from limited-edition Slurpee drinks to new fresh-food offerings planned for 2018, the company said. Experts from the 7-Eleven Store Support Center answered franchisees’ questions on topics such as improving store safety, digital enhancements, merchandising best practices and simplifying store operations.
This year, 7-Eleven hosted UFC fighters Gina Mazany and Joseph Benavidez, Dallas Cowboys Quarterback Dak Prescott, drag racer Jim Campbell (with his 7-Eleven funny car), Indy 500 champion Tony Kanaan, U.S. Woman’s Soccer Team member and two-time Olympic gold medalist Carli Lloyd and bassist and co-lead singer of rock band Kiss Gene Simmons. Additionally, 7-Eleven secured a two-hour performance with two-time Oscar and Grammy winner A. R. Rahman.
At the end of each 7-Eleven Experience, 7-Eleven gives back to the Las Vegas community by donating extra food from the event to Three Square to help hungry families. This year, the company gave 62,412 pounds of food to those in need, about 6,000 more pounds than last year.
More than 7,800 attendees came to the event, which the company said exceeded last year’s attendance; however, the presidents of all 43 7-Eleven franchise owners associations, which represent the interests of nearly 7,000 franchised U.S. convenience-store locations, voted not to attend .
The National Coalition of Associations of 7-Eleven Franchisees (NCASEF) spearheaded the boycott, and the group filed a lawsuit in October in the U.S. District Court for the Central District of California claiming that the franchisor has not fulfilled its promise of treating franchisees as independent contractors and business owners, alleging increasing management control by 7-Eleven Inc.
Meanwhile, 7-Eleven Inc. filed a lawsuit Feb. 16 against NCASEF, alleging “trademark infringement, dilution, unfair competition and unjust enrichment under the [federal] Trademark Act and for unfair competition, dilution, unjust enrichment and breach of contract under the laws of the state of Texas,” according to court documents.
Irving, Texas-based 7-Eleven Inc. operates, franchises or licenses in more than 63,000 stores in 18 countries, including 10,900 in North America. It ranked No. 1 in CSP's 2017 Top 202 list of the largest c-store chains in the United States.
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Franchise Business Plan – 7-Eleven
- Industry Insights
7-Eleven Franchise Business Plan
- 02 Nov, 2018
7-Eleven is a subsidiary of Japan-based Seven & I Holdings Co., one of the largest convenience retail chains in the world and the pioneer of the convenience store business model. Based in Dallas, Texas, 7-Eleven manages the franchises and licenses of more than 8,000 stores across the U.S.
According to IBIS World, over the past five years, 7-Eleven’s revenue increased at an annualized rate of 4.8% to $9.3 billion. The company performed strongly by introducing a variety of new store items and expanding its private-label offerings to appeal to low-income consumers. In 2018, the company is anticipated to continue experiencing steady growth due to aggressive merger and acquisition activity.
To provide the highest quality Franchise Business Plans , Joorney Business Plan Writers address the key issues, such as:
All 7‑Eleven franchisees must attend an intensive three-day launch class that introduces the 7‑Eleven brand at the Support Center in Dallas, Texas. The introductory training is followed by six to eight weeks of local College of Operations Leadership (C.O.O.L.) training. The training takes place in an actual store and teaches franchisees about running a business while also providing practical experience. Joorney Business Plans Writers have experience in establishing employee plans and linking the proposed employees’ knowledge, skills, and training to their designated positions.
Initial Investment
The initial investment for opening a 7-Eleven Store ranges from $39,750 to $1,152,100 depending on the location and size of a store. Unlike most franchise systems that require franchisees to develop their stores, 7‑Eleven provides fully stocked, turnkey stores. The average start-up period of a 7-Eleven store is only 60 days. The initial expenses generally include the franchise fee, inventory down payment, cash register fund, and costs for supplies, licensing, permits, and bonds. Joorney Business Plans has extensive experience in evaluating the initial investment requirements as well as developing in-depth local market analyses for 7‑Eleven Stores.
Business Expenses
7‑Eleven obtains and bears the ongoing cost of the land, building, and store equipment such as bakery cases, Slurpee® barrel dispensers, and ATMs. 7-Eleven also covers the expenses of utilities, rent, and real estate taxes. In addition, 7‑Eleven provides financing for all store-operating expenses, bookkeeping, bill paying, and payroll services for store operations as well as business consulting services. Unlike most franchisors that charge a percentage of revenue, 7-Eleven shares the store’s gross profit with the franchisee in order to further encourage the store’s profitability. Joorney Business Plans Writers have experience in creating long-term financial projections and providing an accurate view of how successful a 7-Eleven Store can be.
As a 7-Eleven franchisee , you will become a partner of a brand that is known, trusted, and loved around the world. 7-Eleven has been continuously ranked as a top-five global franchisor. You will benefit by partnering with a company that cares deeply about your success and offers a gross profit split. With a renowned brand name and the support of an existing business model, as a franchisee, you will get a quick and guaranteed return on investment.
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2023-2026 strategic plan.
The next strategic plan is currently in development!
We are currently in phase 3: public engagement. We need review and input from community members like you. Read more about the process and see the draft plan below, and then complete our resident feedback survey to share your thoughts!
review the draft strategic plan → take the feedback survey →
In the assessment phase (Sept 2022-Jan 2023), we collected information from across the organization and the community:
- Affirmed framework for plan
- Reviewed mission, vision, guiding principles
- Developed process, timeline
- Conducted a community-wide survey
- Held staff NOISE workshops
- Conducted a partnership survey
- Held board member interviews
- Reviewed existing plans, reports
strategy creation
In Phase 2, we have mapped out our draft strategies, goals and objectives (Jan 2023-Feb 2023).
- Revised strategic plan terminology
- Drafted revised goals, objectives, and KPIs
- Conducted board retreat
- Revised strategic plan
public engagement
We are currently in Phase 3! In this phase, we want to hear from you – our community. We have developed a short survey for you to share your thoughts and feedback on the draft version of our 2023-2026 Strategic Plan. Your feedback is essential to helping us build a stronger community. All feedback will be considered carefully and revisions will be made based on your input.
adoption & implementation
After reviewing and applying community feedback to the draft strategic plan, the final plan will be built and reviewed by the Park Board for approval and adoption beginning May 1, 2023 to coincide with the Park District fiscal year. Final plan coming soon!
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IMAGES
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COMMENTS
Raise the Roost Chicken & Biscuits. Raise the Roost Chicken & Biscuits is 7‑Eleven's Southern-inspired chicken concept restaurant. Billed as "Chicken Worth Crossing the Road For," Raise the Roost Chicken & Biscuits presents a simple menu with made-to-order and grab-and-go options: fried chicken tenders hand-breaded with a proprietary blend of Southern spices, flaky freshly baked ...
19 7-Eleven Strategic Planning jobs. Search job openings, see if they fit - company salaries, reviews, and more posted by 7-Eleven employees.
7-Eleven's Digital Strategy Is About Expanding Customer Interactions Angela Hanson Senior Editor IRVING, TEXAS — As technology advances, improved hardware can make a big difference in retail...
4. Be ready for the shift to electric cars. As electric cars become more popular convenience stores are working on ways to meet demand. Last year 7-Eleven made progress towards adding 500 charging stations to 250 stores across North America. Since it takes longer to charge an electric car than to fill a tank with gas 7-Eleven realizes an enhanced in-store experience is one way to keep ...
Strategic principles: Recruitment and selection process of 7 eleven: Eleven Orientation and Training Process: Performance Management: Pay and benefits: Occupational health and safety: Conclusion References Introduction This particular report focuses on 7 eleven company which is a Japanese owned American international chain of a convenience store.
Marketing Strategy of 7-Eleven analyzes the brand with the marketing mix framework which covers the 4Ps (Product, Price, Place, Promotion). There are several marketing strategies like product innovation, pricing approach, promotion planning etc. These business strategies, based on 7-Eleven marketing mix, help the brand succeed in the market.
Armed with this knowledge, 7-Eleven has been changing its approach to foodservice for the last several years to emphasize more high-quality fresh and hot food items priced competitively. Part of this plan involves developing a distribution strategy to get more fresh foods into our stores quicker, and this includes expanding into more densely ...
The vision statement for 7-Eleven is a document identifying the goals of 7-Eleven to facilitate its strategic, managerial, as well as general decision making processes. 1.2. Components of the vision statement 1.2.1. Concise The vision statement of 7-Eleven is brief and to the point.
Marketing Strategic Planning . The strategic planning aims to explore areas in which 7 Eleven can utilize its strengths, core competency, and strategic advantages to pursue attractive opportunities in Retail (Grocery) industry and wider macro environment. Two of the most widely used tools of strategic planning are - SWOT analysis and PESTEL ...
7‑Eleven offers you the ability to transfer your resources, employees, and merchandise between your locations to address deficiencies and redistribute overstock — which can save you time, effort, and money. Room to Grow. Unlike with some other franchises, qualified 7‑Eleven candidates can own or convert several stores from Day 1. Our ...
Using SWOT for Strategic Planning at 7 Eleven. Over the years the nature of the strategic planning has changed in the Retail (Grocery). managers utilize SWOT not only for short term planning but also for long term strategic planning. It will provide the managers with a better understanding of market, organization, and competitors.
7-Eleven is betting on tech to power its next-generation, hassle-free shopping journey for customers that excites and delights them, too. It's turning to features like cash-register-free checkout, product delivery and augmented-reality-fueled gaming and "retailtainment" (think POKÉMON Go) to make it happen.
7‑Eleven starts shipping fresh food products daily to meet the needs of health-conscious consumers. Present No Signs of Stopping With 71,000 stores - and counting - located around the globe, we're more determined than ever to continue innovating and delivering "what the customers want, when and where they want it."
The company's 7-Eleven chain is already the biggest in the U.S., with about 9,000 stores. In addition to Speedway's 4,000 or so existing outlets, the group plans to further build the network ...
The paper "Corporate and Business Strategy of 7-Eleven, Inc" is an outstanding example of a management case study. As mentioned by Anthony (2012, p.389), the significance ... In this respect, this business will major in providing high-end strategic planning and business planning services and products to all types of individual and corporate ...
7-Eleven has an annual visioning meeting with the strategic planning group. "We roadmap where we're taking the BI platform over the next three years." There's an enhancement committee of ...
7-Eleven Executives Share Strategy, 'Experience'. LAS VEGAS -- Amid controversy and dueling lawsuits, 7-Eleven Inc. held its annual trade show and event, the 7-Eleven Experience, in Las Vegas in mid-February. 7-Eleven CEO Joe DePinto and fellow executives, COO Chris Tanco and chief digital officer and CIO Gurmeet Singh, shared the ...
The initial investment for opening a 7-Eleven Store ranges from $39,750 to $1,152,100 depending on the location and size of a store. Unlike most franchise systems that require franchisees to develop their stores, 7‑Eleven provides fully stocked, turnkey stores. The average start-up period of a 7-Eleven store is only 60 days.
The case discusses in detail these strategies and further discusses the business model and the network of 7-eleven stores. The case can be used to discuss the following points: (1) the state of the convenience store industry in the US and competition from other formats; (2) how will 7-Eleven maintain its position?; and (3) the network of 7 ...
In the assessment phase (Sept 2022-Jan 2023), we collected information from across the organization and the community: Affirmed framework for plan. Reviewed mission, vision, guiding principles. Developed process, timeline. Conducted a community-wide survey. Held staff NOISE workshops. Conducted a partnership survey. Held board member interviews.