How Conoco broke the convenience store mold

The Mercer Management Journal is dead. If you click through you will be taken to the Internet Archive site to find an archived copy.

As the oil industry consolidated in the mid-1990s, Houston-based Conoco faced a major brand challenge. One of the world’s leading energy companies and a prominent petroleum retailer in U.S. markets, Conoco saw an opportunity to accelerate profit growth through the convenience store format. But in order to build a powerful convenience store brand, the company knew that it would have to break away from the generic “mart” approaches adopted by other major petroleum retailers. It also would need to differentiate itself from new offerings, such as upscale coffee bars, that were encroaching on the edges of the convenience store market.

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