7-Eleven is changing the way it operates in the United States, with plans to remove 645 locations from its company store count while investing in food, franchising, and redesigned retail formats. The move is part of a broader transformation announced by parent company Seven & i Holdings, which aims to modernize thousands of stores by 2030.
Rather than simply reducing its footprint, the company is adjusting how locations operate and shifting resources toward stores designed around prepared food and customer experience. The retailer plans to remodel more than 7,000 stores by 2030 as it attempts to expand beyond its traditional image as a quick stop for fuel, snacks, and convenience items.
Store Closures are Part of a Larger Network Transformation
According to The Street, the announced reduction of 645 locations does not represent a single type of closure. According to 7-Eleven’s first-quarter earnings presentation, some locations will permanently close, while others will move into different operating models.
The company plans to close underperforming stores, convert some company-operated locations into franchise businesses, and transfer others into wholesale operations. Wholesale locations allow outside operators to run stores supplied by 7-Eleven, including fuel operations, while having more flexibility in merchandising and product selection.
During the first quarter, the retailer converted 43 company-owned stores into franchised locations and moved another 72 locations into wholesale operations. The company also closed 45 underperforming stores and opened 30 new locations during the same period.
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A 7-Eleven spokesperson explained the company’s full-year plan to CStore Dive, stating:
“In its Q1 presentation, the retailer listed a full-year goal of closing 200 underperforming stores and converting 350 sites to wholesale. The company will close the remaining 95 locations for non-performance-based reasons, such as franchise terminations and other contractual situations.”
The company also expects to convert about 390 company-owned stores into franchises during the fiscal year. This effort supports a larger objective of converting roughly 2,600 stores into franchise locations by 2030, changing the structure of the company’s retail network.
Food Becomes the Center of 7-Eleven’s Growth Strategy
The store changes are closely linked to a major shift in how 7-Eleven views its future. The company is increasing investment in prepared food, hot meals, beverages, and restaurant-style offerings as consumers look for more convenient alternatives to traditional dining.
During its investor presentation, Seven & i Holdings outlined ambitions to generate $1 billion in additional fresh food sales and introduce 1,100 new restaurants by 2030.
The company said: “Inside stores, the company seeks to reach $1 billion in incremental fresh food sales and 1,100 new restaurants by 2030, building customer loyalty and brand trust. Seven & i plans to accelerate hot foods, expand the roller grill, reinvent the open-air case, and become a flavor destination, all while investing in fresh food quality and innovation, improving food perception, and optimizing the value chain,” as reported by Convenience Store News.
The strategy follows broader industry data showing that prepared food has become a major growth area for convenience retailers.
According to NIQ’s The 2024 State of Convenience, fuel and tobacco remain major parts of the convenience industry, while growth is increasingly coming from stores offering stronger food and beverage selections.
Prepared food sales also increased by 12% year over year in the NACS 2023 State of the Industry Report, showing rising demand for ready-to-eat meals and drinks.
The changes at 7-Eleven are designed to position stores closer to a hybrid model combining convenience retail, food service, and grocery.
A Changing Convenience Market Pushes Retailers to Evolve
The transformation at 7-Eleven reflects a wider change in how consumers use convenience stores. For decades, many U.S. convenience locations relied on fuel purchases as the main reason customers visited.
Now, retailers are attempting to make the store itself the destination.
Blake Doersch, senior retail analyst at eMarketer, described the shift as a change in the company’s business model rather than simple expansion. He explained that 7-Eleven is moving from a traditional convenience store approach toward a combination of convenience retail, restaurant services, and grocery-style offerings.
The same trend is visible across the wider market as companies invest in better food quality, expanded beverage choices, and improved store environments.
Richard Garcia, global manager of convenience retailing operations at Shell, told NIQ that customer behavior has already changed.
“The historical model for convenience, particularly in the U.S., is that you use fuel to attract people to your location,” he shared. “That is absolutely changing to the store becoming the destination, and while they’re there, you hope they might buy fuel. Now it’s already happened.”
For 7-Eleven, the challenge will be turning this strategy into sustained growth while maintaining its global identity as a convenience leader.
The company’s investments suggest that the future of convenience retail may depend less on quick fuel stops and more on food, experience, and customer loyalty.
