Branding, AI discovery and retention will shape operator success in 2026

Convenience services operators have more tools than ever to grow their business — but according to consultant Orrin Huebner, success in 2026 will come down to how well operators use those tools strategically.

During a recent episode of Vending & OCS Nation, Huebner drew on his decades of experience as an operator, executive and acquisition participant and outlined practical strategies operators can apply immediately — from branding and AI discovery to same-store sales and retention.

Huebner’s perspective comes from working across every level of the business. Over a 25-year career working for others, he moved from operational roles into leadership before eventually becoming an owner. After building and selling one company and launching another startup that was later acquired, he spent nearly a decade working inside a large national operator. That combination of independent-operator experience and corporate strategy gives him a unique vantage point.

“I’ve been on both sides,” Huebner said. “As an independent, you’re going 100 miles an hour, 100 hours a week and reinvesting every dollar back into the business. But when you work for a large company, you see different strategies and processes. The key is blending the best of both worlds.”

For operators planning their next phase of growth, Huebner emphasized several areas that deserve immediate attention.

Start with brand clarity

Huebner believes many operators underestimate the importance of brand positioning.

A brand is not just a logo or company name, he said. It is the story operators tell about their service, reliability and value to customers.

Operators should ask themselves several questions:

• What does our brand stand for?

• What story are we telling customers?

• Are we delivering a clear message across every channel?

“If your message isn’t clear, it won’t be received,” Huebner said.

He noted that effective branding often starts with a simple, memorable promise that communicates the operator’s value proposition. But branding also requires consistency. The message must be reflected not only in marketing materials but in service performance, customer communication and daily operations.

“You have to live the brand,” Huebner said.

Build a strategic plan for business development

Huebner also urged operators to approach sales and growth with a structured plan. Using a football analogy, he noted that teams enter every game with a defined playbook.

Operators should do the same when planning their growth strategy for the year, he said. Key planning questions include:

• What are our business goals for 2026?

• How does our strategy differ from last year?

• Which markets and industries should we target?

• What messaging will resonate with those prospects?

Create case studies from your own success

One of the most effective sales tools operators can develop is their own internal case studies.

When an operator converts a vending location to a micro market or smart store, the results can provide valuable insights for future sales conversations. Operators should document:

• The original situation at the location

• The service upgrade that was implemented

• Revenue and engagement results

• Lessons learned from the transition

That information can strengthen credibility when presenting solutions to prospective clients.

“You’re telling a story with data,” Huebner said. “That makes you the subject matter expert.”

Retention may be the industry’s biggest growth lever

Perhaps Huebner’s strongest message for convenience services operators was the importance of retention. Many companies focus heavily on adding new accounts but fail to track or prioritize retention performance.

“Retention is more important than growth,” Huebner said.

He pointed out a common scenario: an operator adds $2 million in new business each year but fails to grow overall revenue because existing accounts are leaving at a similar rate.

Key retention strategies include:

• Strengthening relationships with decision makers

• Monitoring customer satisfaction and service performance

• Increasing same-store sales through additional services

• Tracking retention metrics regularly

Huebner believes every operator should know their retention rate.

“A question you should ask at industry events is simple: ‘What’s your retention rate?’” he said.

Operators who maintain strong retention often have one powerful marketing advantage: they can promote that success directly to prospective customers.

“A 98% retention rate is a great brand statement,” Huebner said.

The bottom line for operators

For convenience services operators planning their 2026 strategy, Huebner believes the industry has reached a new level of capability. Technology, data and shared industry knowledge have expanded what operators can accomplish. The key now is putting those tools to work with a clear strategy and disciplined execution.

“We’ve come so far as an industry,” Huebner said. “The question now is how we use all those tools to build stronger businesses.”