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It wasn’t long ago that Cary Oil wasn’t even operating stores. Now, the Cary, N.C.-based fuel supplier is rolling out a stirring new store design within its 14-store Breeze Thru Markets chain.
In an exclusive interview with CSP, Breeze Thru president Jim Bosworth tells the inside story of a traditional fuel marketer that decided to get back behind the checkout counter.
Q: Can you share some of the history of Cary Oil and its retail history?
A: Cary Oil was founded by Harry Stephenson in 1959 as an oil and fuel distribution business. At one point back in the early 2000s, the company did have direct operation of c-stores, but a strategic decision based on struggles and limited success was made in 2007 that had those units leased to independent operators as commission marketers. At its height, the total store count was somewhere in the 20s.
Fast forward to when I joined the company and started reviewing the performance of those relationships, and that direction was adjusted. To maximize the return on investment of those properties, we decided to take them back from the tenants at lease expiration.
In 2013, Breeze Thru Markets was born, and we began the process of regaining control of those sites. We have taken back eight of these units, including a razed-and-rebuilt unit that opened in April (which is the new concept featured here). Those eight, coupled with our recent six-store acquisition from Mt. Airy Oil, brings us to the 14 we operate today.
Q: The Southeast is one of our industry’s most competitive markets. Where do you see Breeze Thru fitting in?
A: We certainly realize that we are trying to operate in the backyard of some of the industry’s best chains. Our goal is to ensure the company-owned assets maximize the possible return while we look for opportunities to advance our brand. Right now, being in our infancy, we are really just trying to do the basic blocking and tackling of the business. As we mature, we will have opportunities to get more creative, but focusing on hiring great people and making sure they take excellent care of our guests in a clean, inviting environment is what we focus on.
For our new store, we tore down a 1,500-square-foot location with limited options, and we replaced it with one that is 4,100 square feet and features a strong QSR (Krispy Krunchy Chicken), a beer cave, good lighting and nice bathrooms. We used Mike Lawshe and his team at Paragon Solutions, based in Fort Worth, Texas, for the design.
Q: How are evolving consumer demands influencing your new store concept?
A: The entry into foodservice is probably the biggest thing we have done at the new site to address the needs of our customers. This was the first time the company has done foodservice beyond hot and cold dispensed beverages. But with meal replacement and freshly prepared foods as part of the convenience-store landscape these days, it was necessary for our store to have this offering.
Q: We’re seeing major upgrades in the channel in store design. What are some of the key design elements of the new store?
A: As I look at the beautiful site that Mike and his team designed for us, a couple of things stand out. We wanted to be sure that the QSR and c-store portion of the store had parking and an entrance that was separate from the flow from the gas island.
In the entryway, we are taking advantage of natural light from the outside with solar tubes that brighten up the foyer area. We also put in low-flow, state-of-the-art combination sinks and hand dryers in the bathrooms to cut down on water usage and eliminate paper towels.
The entire store is lit with LEDs, and we even have motion sensors controlling the lights in the storage rooms and restrooms.
Q: Looking ahead, what are Cary Oil’s retail goals?
A: We have a few more sites we own that, as leases mature, we will evaluate and determine if it is in the best interest of that site for us to operate it ourselves. And we are actively looking to acquire small chains, such as Mt. Airy, in our contiguous market areas. We have also identified a site that we are in the process of acquiring that will undergo a complete redevelopment. Our plan is to take the two-MPD, 1,800-square-foot site and reopen it with one similar to our new rebuild. Over the next five years, our goal is to be at more than 50 stores.
Q: Fundamentally, why did you see a need to create a new template?
A: It was the right time, and with the new store being on dirt we already owned, we had to do something to allow the store to not only compete, but also to thrive. The old unit looked like it did the day it opened 30 years ago, and that was not going to allow for any positive ROI. Permanent status quo has never meant success in this business. If you’re not looking and willing to make changes and take chances, you get left behind by the best in the industry. Our getting back into direct operations and rebuilding the new store was certainly risky, but we have great ownership that is very supportive.
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