MAR K E T I N G
negotiation, but they are good for locations willing to pay for it. "Customers want faster, bigger
and more variety," said Harvey. This makes SCMMs especially popular added value providers. "It provides
healthier items, so his company began offering delivery of fresh fruits, along with coffee. "Not every- one drinks coffee," said Harvey. The fruit is a way locations can offer something to those non-coffee drink-
OPERATORS need to fi nd a way to add more value to the product
they're selling than the product at the convenience store.
something our clients want," he said. "But it has its place. You can't put it everywhere." On the OCS side, Harvey has started thinking outside the box. Customers were always asking for
ers that is also healthy. "As long as the company is willing to pay for it, I deliver things our competitors aren't capable of delivering," Harvey said. Ancillary products like con- diment packets, utensils, and
napkins were once considered added value, but that's changed. "If you want to sell food, you have to have ketchup packets or spoons," Harvey said, "These are the items people need (in order) to eat it." The only time these items become added value is if a location wants to offer something specifi c, like the expensive, sustainable utensils made of corn starch. "If I have a client who wants it, I'll sell it to them," Harvey said. Kyle Yost, Denver market sales manager for Premier Services and Alpine Roastery in Englewood, Colo., is most successful with accounts when he pairs vending and coffee service. "I take a percent- age of their vending sales and apply it directly to their coffee bill," he said. It acts as a commission, but no C ONT INUED ▶
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