by John Keller | Mar 13, 2014 | Customer News, Fuel Price Management Solutions, Fuel Price Optimization, Fuel Pricing Software, Fuel Software
It’s interesting to mine retail fuel information from financial results of publicly held c-store companies. For example, take a look at the numbers achieved by CST Brands and compare them to Susser for the 2013 fiscal year.
Go beyond the store count, and the fact that CST Brands is managing nearly twice as many stores. Zero in on the specifics of gallons per store and gross margin in cents per gallon. Then extrapolate the average fuel profit per store in 2013. The results are displayed in the table below.
| | Stores | Gallons Sold | Gallons/Store | Gross Margin (CPG) | Average Profit Per Store in 2013 |
| CST Brands | 1,036 | 1,889,565,580 | 1,823,905 | $0.140 | $255,347 |
| Susser | 561 | 936,232,000 | 1,668,863 | $0.114 | $190,250 |
| | | | | Difference | $65,096 |
Not only is CST Brands out performing on fuel volumes, but on fuel margins as well.
These results lead to the question, what is CST Brands doing so right? Certainly one answer has to be that CST Brands has been using PriceAdvantage as their retail fuels software for over one year now, and achieving great results.
As one PriceAdvantage customer put it “It helps when you have PriceAdvantage to manage stores!”
by John Keller | Feb 21, 2014 | Fuel Price Optimization, Industry News
According to Convenience Store News, an increasing number of grocers are entering the retail fuels business. Many grocers see the fuels business as a way to compete against the much larger national retail chains like HEB and Walmart. Grocers also see fuels as a way to build strong relationships with customers, for example, tie-ins between grocery items on promotion and fuel incentives.
What does this mean to the retail fuel manager? It means the retail fuel manager has to constantly be on guard, watching to see if a new competitor is changing the market landscape by slicing the retail fuel volume pie into smaller pieces. It means competitor survey prices need to be carefully analyzed to make sure they are truly comparable, without any kind of embedded reward discount that may throw off competitive price analysis. And it means it’s increasingly important to maximize overall store profitability both on the forecourt and in-store.
PriceAdvantage offers a powerful report that allows the fuel manager to view in-store merchandise sales overlayed on top of retail fuel sales so you can quickly see the effectiveness of both fuel and in-store promotions. The report is a Volume Correlation report and allows you to see store by store, or by market, the elasticity between forecourt transactions and in-store purchases. It is this type of information that allows you to be most profitable in this ever increasingly competitive landscape.
by John Keller | Dec 13, 2013 | Fuel Price Management Solutions, Fuel Price Optimization, Fuel Pricing Strategy, Fuel Pricing Technology, Fuel Software
The PriceAdvantage team is excited to announce the successful implementation of Telapoint SmartReplenish with PriceAdvantage, where fuel volumes are pushed from SmartReplenish to PriceAdvantage, allowing fuel analysts to quickly adjust fuel pricing strategies based on near real-time fuel sales.
With access to near real-time fuel inventories, fuel managers are using PriceAdvantage to adjust pricing strategies mid-way through the day based on how many gallons have been sold through a milestone period in the day such as the morning commute. If volume sales for the day are low at the noon hour, the fuel manager may decide to adjust fuel prices lower to be more aggressive during the evening commute and recover the lost volumes. Or if sales are robust and inventories are low, the fuel manager may decide to raise prices in order to make sure there is enough inventory to meet demand until the next fuel delivery. Instead of waiting for fuel volume sales information to be updated the day following the close of business, this integration makes the information available the same day.
This integration comes at the specific request of several mutual customers of PriceAdvantage and SmartReplenish who need to optimize fuel prices more and more rapidly in response to the ever increasing volatility and pace at which things change in fuels price management. This integration is already in production at customer sites and is available immediately for any fuels business with both PriceAdvantage and SmartReplenish.
by John Keller | Nov 25, 2013 | Customer News, Fuel Price Optimization, Fuel Pricing Software, Industry News, Retail Fuel Margins
In a recent update, J.P. Morgan announced they will begin financial coverage of CST Brands and Murphy USA. In their initial report, they make specific mention of their preference to the CST Brands strategy of focusing on higher margin in-store merchandise through larger store formats. The reason they gave was “Against a backdrop of stagnant gasoline demand and volatile fuel margins, the industry appears to be focused on growing higher-margin, in-store convenience merchandise through larger store formats. We prefer CST’s growth story, with new format stores driving margin growth over time and reducing the company’s dependence on fuel margins.”
In a blog dated November 14, 2013, I wrote about the correlation between fuel volumes an in-store sales. PriceAdvantage now allows you to select an unlimited number of product categories from an imported set of data from PDI, and run a report showing the correlation between retail fuel volumes and retail fuel prices with the selected data. That means you can see how fuel promotions impact in-store product category sales, along with the number of in-store transactions. You can even see how promotions of one in-store product category impact sales of another in-store product category, along with fuel volumes and fuel prices.
Clearly this strategic thinking is inline with what J.P. Morgan rewards. CST Brands has been a loyal PriceAdvantage customer since 2012. Does your fuel software allow you to investigate these correlations and maximize both fuel and in-store margins?
by John Keller | Nov 19, 2013 | Fuel Price Management Solutions, Fuel Price Optimization, Fuel Pricing Technology, Fuel Software, PriceAdvantage
Rafe VanDenBerg is the editor-in-chief at MindBrew and contributor to PricingBrew, the online community for pricing professionals. He just wrote an article titled “Are pricing people too isolated to innovate?”. While this article was addressed to B2B pricing professionals, the questions discussed are directly applicable to fuel pricing strategies in the c-store business.
The article is based on results from a recent research study, and there are two critical statistics that apply to c-store fuel pricing:
- 70% of the respondents have worked for fewer than three companies in their career.
- Most people reported that their go-to source for pricing information and education is people within their own company.
First of all, in the c-store industry, it has been my experience that people stay in the business of c-stores often for their entire careers, and frequently work for only one company the whole time. That is certainly true for family run businesses, and even when the family is not involved, moving from company to company is somewhat rare and only happens several times through a person’s career. So there’s no doubt that the first point in this study is true for our industry.
Second, it has also been my experience that fuel analysts without fuel pricing software commonly price their fuels “the way it’s always been done.” That way is typically based on what others before them did, like the father or grandfather of the business. And if there is no fuel software to provide insight and analysis into what is really happening in the market, can you blame them?
The article raises the question that if fuel analysts follow in the footsteps of others before them, how can these people tell if there is a better way, to innovate, and to gain competitive advantage?
PriceAdvantage fuel software has proven that with its analysis views, reports, and optimization, the fuel analyst can evaluate whether or not they are using the optimized pricing strategies, and where there may be places to increase margins or volumes. Data and information is pulled from disparate sources and presented in a consolidated location, in a user friendly way, so that trends can be evaluated and what-if scenarios can be explored. And that is the enabler for fuel analysts to innovate and break out of the way it has always been done, to bring out profits never seen before.
by John Keller | Nov 18, 2013 | Customer News, Fuel Price Optimization, Fuel Pricing Strategy, Fuel Pricing Technology, Fuel Software, Retail Fuel Margins
In the latest financial report from CST Brands, for the fiscal quarter ending September 30, 2013, there is an interesting note about how the company has shifted its fuel pricing strategy since the spin-off from Valero.
On page 37 of the report, there is a paragraph under the title “Motor Fuel Strategy”:
“Prior to the separation and distribution, our business existed as an outlet for our former parent’s products and the focus was on maximizing consolidated parent company profitability. Occasionally, we priced motor fuel with the overall objective of increasing motor fuel gallons sold with less emphasis on retail motor fuel gross margin. This resulted in a higher profit generated by our former parent’s refining segment, which was beneficial to their consolidated earnings performance. As a separate company, we generally manage our motor fuel pricing to maximize motor fuel gross margin. This strategy, from time to time, may result in different motor fuel gallons sold from historical levels as a result of our being separated from our former parent company.”
The change in the CST Brands motor fuel strategy is evident in these numbers:
Fuel volumes, in gallons per site per day: 5,003 in Q3 2013 vs. 5,131 in Q3 2012
Fuel margins, in cents per gallon before credit card fees: $0.20 in Q3 2013 vs. $0.13 in Q3 2012
Unlike with other c-store chains which announce changes in fuel pricing strategies and then deliver results that conflict with their goals, CST Brands delivered results completely in line with their new mission as a new company.
From a fuel price management perspective, corporate fuel strategies will change in emphasis from time to time. CST Brands has been successfully using PriceAdvantage as their exclusive fuel pricing software for all their company owned stores since 2012, first under the Valero parent which had one retail fuel objective focused on volumes, now as their own CST Brands entity with the new fuel objective focused on price and margin optimization.
As one of our customers told me after I congratulated him on the strong quarterly results of his company, “A great product yields great results.”
Do you have the fuel pricing software that allows you to deliver great results no matter what corporate objective, like CST Brands does?
