A Tale of Focus: Quick Trip vs Circle K


A Tale of Focus: Quick Trip vs Circle K

Quick Trip and Circle K are two convenient store chains here in Arizona and throughout parts of the country. If you’re from the East they are sort of like Wawa, Krauzers or Quick Check. Essentially they do the same thing and serve the same market need. They both sell water, coffee, fountain beverages, microwavable food, candy, and in some cases gas. They are convenience stores, but they couldn’t be more different.

I prefer Quick Trip, but I find myself in Circle K more often since it is across the street from my office.

How can two stores that have been replicated so much be so different? It’s easy mandated corporate agenda.

Agendas that come from corporate HQ to the districts to the store level. These corporate agendas are developed to one of the following things: a) Increase revenue b) Increase customer experience c) Both. It’s that simple.

I go to Circle K twice a day. Once in the morning for a bottle of water and a Red Bull and again later in the day for another bottle of water. My average daily purchase is usually just shy of $7. Not a lot of money by any standards, but that’s $7 a day. Do the math, if I roughly work 260 days a year my value as a customer is $1,820.
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The Power of Focus


The Power of Focus

My company, Audience Audit, begins its sixth year in business today.

When I was laid off from my advertising agency job and elected to start my own consultancy rather than find another job working for someone else, I had 25 years of marketing experience under my belt.

So I immediately started selling whatever I could do — marketing strategy, survey research, project management, and attitudinal segmentation. My website reflected the variety of expertise I had to offer.

And that’s the kind of work I did, for the first few years. I had a couple of big projects doing general marketing strategy, some plan development, some general survey research work, a web audit or two, some marketing project management and a few audience segmentation research initiatives.

Revenue grew nicely in Year 2, then flagged in Year 3. The first half of Year 4 wasn’t looking promising.

Taking the Plunge

So I made some changes.

It was time to focus on the work I was really passionate about — attitudinal segmentation research.

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