Throughout my tenure at 7-Eleven, it became evident that a pressing need existed for a pricing strategy that better catered to the lower socioeconomic class while bolstering the company's revenues. I employed the seven key steps of process management systematically to achieve a strategic goal by measuring performance indicators and monitoring the performance of the initiative. The solution materialized as an innovative approach to offering hot food: heating cold food post-sale. Under typical circumstances, hot food purchases using food stamps, which is also known as the Supplemental Nutrition Assistance Program (SNAP) use funds from the Electronic Benefit Transfer (EBT). Those facing the harshest circumstances often lack the resources to heat food. In response, we offered to heat food for EBT customers after purchase. 

​

The Foodstamps SNAP program facilitates low-income individuals' access to nutritional food. This benefit extends to the many convenience stores within the community, including 7-Eleven, which provide otherwise inaccessible food due to issues like transportation costs, disabilities, or a lack of local options. Thus, a symbiotic relationship is formed where 7-Eleven experiences increased profits, and the community benefits from improved food accessibility. 

​

Operating 24/7, 7-Eleven and similar convenience stores like Wawa often serve as the only viable option for many, especially in rural areas. Despite higher prices than giants like Walmart and ALDI, they remain the go-to choice due to their proximity. Recognizing the demand for readily available hot food, I initiated a hot food program at 7-Eleven, now adopted in many regions throughout the U.S. 

​

In today's corporate world, a company's brand image carries immense weight. By extending support to the less fortunate, 7-Eleven can foster a positive social image. The average SNAP customer at 7-Eleven typically accesses cold food items and groceries. Strategic product placement throughout the store encourages customers to make additional purchases, boosting revenue and supporting the local economy. 

Human psychology reveals tendencies toward repetitive spending habits. The less fortunate often struggle to budget effectively and resort to purchasing food at the most convenient location. This behavioral pattern, combined with increased revenue and profit for corporate companies, positions stores like 7-Eleven as a central hub for EBT customers. 

​

This positioning strengthens the customer-centric image of convenience stores and encourages repeat business from a diverse range of social classes. In-store initiatives, such as donation boxes or encouraging customers to round their bill up to the nearest dollar, further cultivate an image of a socially responsible corporation. This enhances the company's reputation and contributes to increased revenue and sales.

 

However, it is critical to understand SNAP's primary objective: encouraging beneficiaries to adopt a healthier lifestyle through home-prepared meals, thereby fostering independence and economic self-sufficiency. Readily available hot foods could potentially dissuade this, promoting a lifestyle of dependence instead. 

​

Despite this, the harsh realities of those in need cannot be dismissed. Many homeless individuals do not have the means to cook meals, effectively barring them from accessing hot food. Stubbornly adhering to outdated legislation only exacerbates these problems and creates barriers for those genuinely in need. 

​

These realizations inspired me to advocate for these individuals, particularly in areas of lower social class. Despite potential challenges, I was confident that the 7-Eleven team recognized our integral role in the communities' lives. This experience upheld the necessity for adaptability in our strategies, a focus on serving our community effectively, and the importance of upholding our community values and initiatives.