Convenience Store Industry Staistics, Sales Data,Market Share & Trends 2016-2024

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Global Convenience Store Industry Outlook 

Global Convenience Store Industry Outlook 2024: Opportunity & 

Growth Analysis, 2016-2024 

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• Convenience stores (C-stores) have seen dramatic growth across the globe, and 

more is set to come, both in terms of store counts and revenue. Although the 

layout and selection of goods offered in C-stores can differ greatly region to region, 

some of the major trends driving C-store proliferation—such as expansion of food 

categories, additional conveniences, and private label products—are shared across 

geographies. 

• The food category has become an essential component of C-store sales and 

profitability. In the U.S.—which has the world’s highest C-store count at XXX,000— 

food services sales accounted for XX% of total in-store sales of USD XX billion in 

2016, up from XX% of USD XX billion in 2012. 


Report 

Technological 

Advancements 

• In Japan, where C-stores number XX,000 (still high by world standards), food service 

items, including processed foods, fast food, and daily delivered food, made up XX% 

of fiscal 2016 convenience store business net sales for Lawson —the second-largest 

C-store chain in the country. In China, more than XX% of revenue for both Japanbased 

7-Eleven and Family Mart C-stores came from boxed lunches. And for 

Greencore Group, a dominant supplier of processed food to Cstores in the U.K., 

saw XX% growth in its U.K. Food-to-Go category in 2014. 

• Emerging markets are also seeing more snacking as consumer trends become more 

westernized. In China, as the country progresses economically, there is evidence 

that middle-class workers snack more, as they have less time for traditional meals. 

In Vietnam, the growing economy coupled with a young population—the majority 

is under age 30—has led to growth in packaged foods, which are often purchased in 

modern retail channels, such as C-stores. 

• Another common trend is the use of private label brands to help C-stores grow 

their margins. Private-label brands generally tend to be of comparable quality to 

national brands, but more attractively priced. 

Global Convenience Store Industry Size (USD Billion) 

E-commerce 

Natural and 

Organic 

Products 

Fresh Foods 

and 

Vegetables 

2016 

North America 

USD XX Billion 

Europe 




USD XX Billion


Global Convenience Store Industry Size (USD 

Billion) & Growth Analysis 

Fig: 13: Global Convenience Store Industry Size (USD Billion)-2016-2024 

XX 


Report 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

2016e 2017e 2018 2019 2020 2021 2022 2023 2024 

Source: Goldstein Research 

Global Convenience Store Industry is anticipated to expand at a compound 

annual growth rate of XX% during the forecast period i.e. 2016-2024. The market is anticipated to reach 

USD XX Billion by the end of 2024. Competition in the food retail market has increased in recent years. 

Traditional food retailers have faced fierce pressure from alternative channels including warehouse 

clubs, supercenters, drug stores, mass retailers and convenience stores, as well as online retailers and 

grocery delivery services. As consumers distance themselves from the traditional supermarket model, 

grocery retailers are attempting to stay competitive by creating more intimate and innovative shopping 

experiences tailored to individual shoppers with an emphasis on fresh, organic and prepared food 

options. 

Stiff competition, evolving consumer preferences and a challenging organic growth environment are 

driving many food retailers to evaluate their store and brand portfolios and consider strategic 

alternatives, including M&A, in order to optimize capital allocation and growth opportunities. 

Fresh food sales are increasing, along with consumer buzz and interest in eating and living well. In the 

U.S., XX% of grocery shoppers buy fresh products, and fresh perimeter aisles have become places where 

grocers establish their identities.

Growth Drivers 

Adding Further Conveniences 

‣ A second trend that is broadening the customer base of C- 

stores worldwide is the introduction of additional 

conveniences and services not traditionally associated with 

C-stores. These may not be direct revenue drivers, but they 

do attract more customers into stores, leading to more 

potential purchases. One of the most successful and 

widespread has been the installation of ATMs. 

‣ Success has also come from partnerships between e- 

commerce retailers for delivery and pick-up of packages at 

C-stores, which can be less costly and more convenient 

than home deliveries. In Taiwan, the four major C-store 

chains handle over 1 million packages every month. This 

service is so far more limited in the U.S., with Amazon 

(AMZN) paving the way with deliveries to 7-Eleven stores 

set up with lockers. 

‣ Other common new conveniences offered in the C-stores 

include ticket sales, utility payments, postal box service, 

and even parking ticket payments. For instance, 7-Eleven 

stores in Thailand recently began offering AirAsia booking 

and payment services. Japan, which again seems at the 

cuttingedge in C-store evolution, has begun selling nonprescription 

drugs and offering consultations with 

pharmacists/dieticians via video phones in its Lawson 

stores. 


Report 

Opportunities 

‣ Even with continued innovation in global, 

regional and local supply chain and delivery 

capabilities, the online-only grocery business 

model remains challenging. However, 

consumer demand for online food offerings has 

increased in recent years, providing an 

incentive for traditional brick-and-mortar 

retailers to enter the online segment. 

‣ Even with continued innovation in global, 

regional and local supply chain and delivery 

capabilities, the online-only grocery business 

model remains challenging. However, 

consumer demand for online food offerings has 

increased in recent years, providing an 

incentive for traditional brick-and-mortar 

retailers to enter the online segment. 

‣ The industry is incredibly dynamic and there is 

constant pressure to adapt formats to address 

evolving customer preferences. Larger players 

have been much more receptive to operating a 

broad portfolio of store formats, whether 

developed in house or through acquisition. 

XX% 

XX% 

XX% 

XX% 

XX% 

XX% 

XX% 

Fig: 5-3 Influence of Mobile Loyalty Programs in Selecting C-Storesby 

Different Generations (%) 

XX% 

XX% 

XX% 

XX% 

Impact Analysis:- 

• Growth in healthy food and beverages 

sales led to positive overall sales at 

convenience stores in 2017, and retailers 

expect the momentum to continue in 

2018, according to a survey of retailers 

released today by the National Association 

of Convenience Stores (NACS). 

• Competition for the convenience store 

customer is the top concern of retailers 

heading into 2018, with nearly half (XX%) 

saying that they expect to continue 

competing with other channels and other 

convenience and fuel retailers (XX%). 

XX% 

Millenials Generation X Baby Boomers Silent Generation 


Impact on Global 

Convenience Store 

Industry 

High Medium Low 

Copyright All Rights Reserved, Goldstein Research www.goldsteinresearch.com


Market Restraints 

Growing Competition 


Report 

‣ Convenience retailing continues to evolve and change globally. Yet in light of competition from other retailers such as 

supermarkets and quick service restaurants, and emerging lifestyle trends like healthier eating and living, major convenience 

stores may not be seen as meeting these competitive and business challenges. 

‣ Even with the evolving channel landscape, convenience stores will continue to grow, with new stores leading the charge. 

They will also claim an increased percentage of channel spend as well, albeit not at the same pace as e-commerce. 

‣ As a consequence of several consumer shifts, including digital technology usage and driving trends, Americans are making 

fewer shopping trips than just a few years ago. According to Nielsen Homescan data, the total number of U.S. retail trips is 

down more than XX million since 2012 (XX billion in 2016, vs. XX billion in 2012). 

‣ Aside from food and store layout, convenience retailers need to be continually innovative. The includes marketing more 

intelligently and across digital platforms, developing personalized offers and rewards that are determined directly by 

individualized consumer shopping and purchase habits. 

Fig: 17: Total Number of Conventional Stores (Thousand), 

2012 - 2017 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 


XX 

2012 2013 2014 2015 2016 2017 

XX 

XX 

XX 

Impact Analysis:- 

• Especially today, it is crucial that grocery 

store managers understand exactly what 

their customers need - and then provide 

exactly what their customers need. 

Grocery stores in particular feel the burn 

of competition because there are so many 

stores that are similar that it is incredibly 

easy for a customer to walk in, not find 

what they want, and then walk right back 

out and into the doors of another similar 

store that has that one extra item that the 

other store did not. 

• Grocery stores typically have lower profit 

margins than other stores, so it is even 

more important that they are constantly 

on top of ways to run their operation 

cleanly and efficiently. Labor costs are one 

of the only costs that a retailer can 

control, and so a grocery store should be 

on that like white on rice. 

High Medium Low 

Impact on Global 

Convenience Store Industry

Global Convenience Store Industry Outlook : 

2016-2024 


Report 

Fig: 17: Global Convenience Store Industry Share, By Product Type, 


XX% 

XX% 

XX% 


XX% 

XX% 

XX% 


Food 

Beverages 

Tobacco 

Snacks and 

Candies 

Others 

Fuel 

Fig: 17: Global Convenience Store Industry Y-O-Y Growth, By 

Product Type, , 2016-2024 

XX% 

XX% 

XX% 


XX% 

XX% 

XX% 

•As per Global Retail Development 

Index (GRDI) countries from Asia- 

Pacific such as India, China, and 

Malaysia topped the GRDI list in 

terms of both size and momentum 

thus proving to be potential to 

develop convenience store market 

which is at an initial stage. But U.S. 

has existing huge market of 

convenience store owing to the sale 

of fuel and packed food available at 

these stores located along the 

roadside, in an urban area or inside 

a transport hub. 

•This industry has grown over the 

past five years, benefitting from a 

strengthening economy and the 

trend toward organic and allnatural 

brands, especially as 

consumer spending has increased. 

However, the industry is mature, 

and revenue is expected to grow at 

a rate below national GDP over the 

next five years (XX%, annualized) as 

compared to annualized growth of 

XX% from 2012 to 2017. 

2016e 2017f 2018f 2019f 2020f 2021f 2022f 2023f 2024f 

•Generally, over XX% of a c-store’s 

sales are motor fuels; however, fuel 

typically contributes only one-third 

of total convenience store gross 

margin dollars 

Fig: 17: Global Convenience Store Industry Size (USD Billion), By ProductType-2016-2024 

XX 

XX 

XX XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

2016 2024 

Fuel 


Food2 Beverages2 Tobacco2 Snacks and Candies2 Others2 


Global Convenience Store Industry Outlook : 



Report 

Fig: 17: Global Convenience Store Industry Share, By Food Products, 


XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

Fig: 17: Global Convenience Store Industry Y-O-Y Growth, By Food 

Product Type, , 2016-2024 

2016e 2017f 2018f 2019f 2020f 2021f 2022f 2023f 2024f 

XX 

2016e 2017e 2018f 2019 2020 2021 2022 2023 2024 


XX 

XX 

XX 

XX 

•Recent snacking statistics support 

the idea that C-store food 

consumption should continue to 

climb. According to Goldstein 

research, eating habits are shifting 

from the standard three meals a 

day to more frequent snacking, 

with snacking accounting for half of 

all eating occasions in the U.S. The 

study also found that when 

purchasing food for immediate 

consumption, consumers are four 

times more likely to visit a C-store 

than when food shopping for nonimmediate 

consumption. 

•Global consumption of fresh food 

grew XX% in 2016 versus 2015. 

Further, the global “functional 

food” market—defined as foods 

that have a potentially positive 

effect on health beyond basic 

nutrition—is estimated to have 

generated revenues of 

approximately USD XX billion in 

2013. With its annual average 

growth rate of XX%, that puts it on 

track to reach USD XX billion by 

2015. C-stores recognize that 

meeting this new demand for fresh 

or more nutritional food is essential 

to growing revenue. 

Fig: 17: Important Factors Consumers Consider in Selecting a Conventional Store to Purchase a Meal 

Family-Friendly Environment 

Healthy Food 

Key Decision Factors 

Food/Menu Variety 

Food Quality 

Price 

Location 

Source: Goldstein Research 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 


CAGR (%) 

Global Convenience Store Industry Attractiveness and 

BPS Analysis by Rental Type, 2016-2024 

Fig: 17: Global Convenience Store Industry Attractiveness-By Product Type, 2016-2024 

XX% 

XX% 


Report 

XX% 

XX% 

XX% 

XX% 

XX% 

XX% 

XX XX XX XX XX XX XX XX XX XX 

Market Size (USD Million) 

Food Beverages Tobacco Products Fuels Snacks and Candies Others 


Fuel holds the largest revenue share in the global convenience store industry. Meanwhile, new rivals are 

shaking up the market for c-stores’ traditional offerings like in-store merchandise and fuel. Amazon’s new 

brick-and-mortar stores and Walmart’s move to a smaller store format in urban areas are cases in point. 

Cigarettes remain an important category for c-stores, constituting roughly XX% of in-store sales. But in the 

long term, the category could shrink in size compared with other tobacco products. In all foodservice 

segments, players are jockeying to win on-the-go and bargain-minded consumers. And the competition 

will only stiffen. For one thing, segment rivals are encroaching on c-stores’ playing field. For example, 

some grocery chains and mass-merchant competitors are expanding their convenience and prepared-food 

offerings, and some are moving to a small-box format 

Fig: 17: Global Convenience Store Industry BPS Analysis- By Type 2016-2024 

160% 

140% 

120% 

100% 

80% 

XX% 

XX% 

XX% 

XX% 

XX% 

XX% 

XX% 

XX% 

Others 

Snacks and Candies 

Tobacco 

60% 

XX% 

XX% 

Beverages 

40% 

Food 

20% 

XX% 

XX% 

Fuel 

0% 




North America Convenience Store Industry Size 

(USD Billion) & Y-O-Y growth (%), By Region- 2016- 


North America Convenience Store Industry Size (USD Billion)-2016-2024 

XX 

XX 

XX 

XX 

XX 

XX% 

CAGR: (2016-2024) 

XX 

XX 

XX 

XX 

XX 

XX 


Report 

XX% 

XX XX% 

XX 

XX% 

XX% 

XX% 

XX% 

XX 

XX 

XX% 

XX% XX% XX% XX% XX% 

XX% 

XX% 

XX% 

XX% 

XX 

XX% 

XX 

XX% 

XX 

2016e 2017e 2018f 2019f 2020f 2021f 2022f 2023f 


North America North America Convenience Store 

Industry Size (USD Billions), By Country-2016-2024 

-XX% 

North America North America Convenience Store 

Industry Size (USD Billion), By Product Type-2016- 


XX 

XX 

XX% 

XX 

XX 

XX 

XX 

XX% 

XX% 

XX% 

XX% 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX% 

XX% 

XX% 



Fuel Food2 Beverages2 

US 

Canada 

Tobacco2 Snacks and Candies2 Others2 





United States Convenience Store Industry Size (USD 

Billion) & Y-O-Y growth (%), 2016-2024 

XX 

XX 

XX 

XX 

XX 

XX% 

CAGR: (2016-2024) 

XX 

XX 

XX 

XX 

XX 


Report 

United States Convenience Store Industry Size (USD Billion), Compound Annual Growth Rate 

(%), Y-O-Y Growth Rate (%), 2016-2024 

XX 

XX 

XX% 

XX% 

XX% 

XX% 

XX% 

XX 

XX% 

XX 

XX 

XX% 

XX% XX% XX% XX% XX% 

XX% 

XX% 

XX% 

XX% 

XX 

XX% 

XX 

XX% 

XX 

2016e 2017e 2018f 2019f 2020f 2021f 2022f 2023f 


-XX% 

Key Insights 

Fig: 24: U.S Increase in No. of Convenience 

Stores, 2012-2016 

The U.S. convenience store count increased to 

XXX,000 stores as of December 31, 2017, a XX% 

increase (XXX stores) from the year prior. Overall, 

nearly 80% of convenience stores (XXX thousand 

total) sell fuel 

Single-store operators within the convenience retail 

space also increased by XX units (XX%), up from 

XX,000 stores at year-end 2016 to XXXX stores at 

year-end 2017. Further, the supermarkets and 

grocery store industry makes up the largest food 

retail channel in the United States. Industry 

revenue totaled approximately USD XX billion in 

2016, and profit was USD XX billion 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

XX 

2016 2017 2018 2019 2020 2021 2022 2023 2024 


C-stores in North America should continue to grow, as small-format stores are projected to see a XX% 

CAGR from 2016 to 2024 versus XX% for big-box stores. According to Goldstein Research, XX% of 

current retail sales growth is coming from stores of 35,000 square feet and smaller, and over one-third 

of that portion is coming from stores 5,000 square feet or smaller. In the U.S., C-stores have grown by 

over XX% from 1984 to 2013, to approximately XXX,000 stores. However, the top 100 convenience 

store operators only account for XX% of the stores and the top XX account for XX%.



Alimentation Couche-Tard (Company Overview & Business Strategy) 


Report 

Founded 

1980 

Employees 

120,000 

Headquarters 

Canada 

Website 

www.couche-tard.com 

Company Overview 

• Alimentation Couche-Tard Inc. or simply Couche-Tard is 

one of the largest company-owned convenience store 

operators in the world with around 15,000 stores 

across Canada, the United States, Europe, Mexico, 

Japan, China, and Indonesia. 

• The company primarily generates income through the 

sale of tobacco products, groceries, beverages, fresh 

food, quick service restaurants, car wash services, other 

retail products and services, road transportation fuel, 

stationary energy, marine fuel, and chemicals. 

• In addition, the company operates more stores under 

the Circle K banner in other countries such as China, 

Egypt, and Malaysia. Its operation is geographically 

divided into U.S., Europe, and Canada. 

• Revenue from external customers fall mainly into three 

categories: merchandise and services, road 

transportation fuel, and other. 

Business Segments 

Population Health Management 

Clinical Solutions 

Open & Interoperable Solutions 

Service and Technology 

Revenue Cycle Management 

Business Strategy 

Expansion and Investment Strategy: Couche-Tard has structured its field organization to allow it to 

preserve local innovation with the goal of engendering future ideas that it can extend globally, according 

to the report. Its business unit leaders, each supported by a full management team, manage no more than 

500 stores. This allows them to operate like their own companies, and to visit every one of their stores at 

least once a year. In Europe, Couche-Tard operates a broad retail network across Scandinavia (Norway, 

Sweden and Denmark), Poland, the Baltics (Estonia, Latvia and Lithuania) and Russia under the Statoil and 

Ingo brands. As of Oct. 11, 2015, it comprised 2,217 stores, the majority of which offer fuel and 

convenience-store products, while the others are unmanned automated gas stations that offer fuel only.




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