Lee Summit, Missouri-based Temp-Stop LLC, with 11 locations in the state, is a local favorite.
But co-owner Terry Green blends that rock-solid reputation developed over 26 years with a prudent-yet-ambitious blueprint for building and growing Temp-Stop (short for Temporary Stop).
One example: “When it comes to offering prepared food—at least inside some of our existing convenience stores—it’s probably not a profitable investment if there’s a Sonic, McDonald’s or other fast feeder in close proximity,” Green told CSP.
Many consumers tend to select national brand cache over c-store options—a trend that’s still prevalent even as convenience-store food quality continues to improve. For Temp-Stop, its Champs Chicken franchise is succeeding, but Green wants to set up these in-store formats where branded quick-service restaurants (QSRs) are not nearby.
Green and his team are also not proponents of building entirely new convenience stores as site selection, real estate acquisition and buildout cost are too high. Rather, Temp-Stop has set a course for remodeling any existing location that requires it, with an eye toward acquiring existing stores.
“Bottom line, new stores are so expensive that a smaller guy like us often can’t do that. That’s why we’re fully committed to revamping existing stores,” said Green, who co-owns the chain with his brother Tim Green.
Building standalone restaurants adjacent to existing stores—that’s another narrative. And that’s entirely what Green & Co. are doing. Earlier this year, Temp-Stop signed a multi-unit development agreement with full-service restaurant chain Huddle House.
Each Temp-Stop-located Huddle House will have a footprint of 2,200 square feet with a 45-person capacity. Restaurants will be connected to the Conoco- or Phillips 66-branded Temp-Stop c-stores.
Huddled Masses
While in college, Terry Green had the opportunity to complete an internship with a local entrepreneur who was transitioning from small grocery stores to convenience stores. After graduating, Green joined the retail team full time and learned the trade for approximately 10 years before starting Temp-Stop.
Temp-Stop’s north star is sticking to its Midwestern sensibilities to drive decision-making. Its mission, Green said, is to “continually anticipate our customers’ evolving needs. I’m constantly pushing my team to ‘fail.’ The path to success comes from trying new things—some won’t work, and that’s okay.”
Regarding Huddle House, Green told CSP that two of its 11 stores (it recently sold its one Kansas location) had broken ground on new restaurants, and a third was in the design phase. The first two stores to have adjacent Huddle House diners are in Sedalia and Lee’s Summit.
Green said the Huddle House brand, which has 300 restaurants either already open or in development in 21 states across the U.S., is armed with solid franchise support in all areas, from menu development to restaurant design.
The menu boasts a variety of breakfast, lunch and dinner items, including sandwiches, omelets, waffles and pancakes, and burgers. The full menu will be available at its Temp-Stop-adjacent sites.
Indeed, full-service, diner-style restaurants connected to c-stores are becoming increasingly popular, as several independent c-store owners can attest. One is Tobies Convenience Store and Tobies Restaurant in Hinckley, Minnesota, where owner Chris Hickle has created a strong synergy that sees travelers frequent both formats within a single visit.
Doughnuts to Dollars
One way that Temp-Stop sees a competitive advantage against national chains is with its Baxter’s Coffee + Donuts venture, set in motion in December 2022.
Instead of going up against McDonald’s, Burger King and Wendy’s, Green sees a path to success with Baxter’s against the likes of Dunkin’ and others. One key reason is that “many of these larger-branded competitors are shipping frozen product to stores, and letting their stores thaw, warm and ice them—we don’t do that,” Green said.
Temp-Stop produces doughnuts, gets them immediately on trucks and they arrive at stores by around 10 pm every night.
Hand made from scratch with a personal touch, Baxter’s stands out, Green said. To promote program efficacy and demonstrate commitment to the venture, Team Green hired a pastry chef from Iowa who has been making quality, artisanal pastries for more than 40 years.
“We initially considered developing a ghost kitchen to produce, but re-thought that. Baked goods prepared in-store was the way to go because, really, there is nothing like the experience of walking into a doughnut shop,” said Green, who employs about 200 team members.
The company’s Lee’s Summit location, a 4,000-square-foot store, is built to handle production of 8,000 to 10,000 doughnuts per day, he said.
Restaurants, from-scratch doughnuts and smart expansion are three Temp-Stop growth engines. The chain’s employees are the fulcrum for all of these accomplishments, Green said.
“There are competitors everywhere selling similar products, and some offer lower prices,” he said. “Customers keep returning because they know us and know the stores are clean, shelves are stocked, and they’ll get great service. I don’t think there is any secret to finding talented people. Our success is driven by our ability to keep them.”
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