7-ELEVEN

The 7-Eleven brand is a global icon instantly recognized locally and understood internationally.
They are known to customers nationwide for our products, quality, service, cleanliness and value. And
they are the benchmark for retail innovation and technology in the convenience store industry.
The founder of this concept ( Joe C. Thompson Jr. ) thought that it would be best if there are
available small packs of important goods in a store that is convenient for the people in the community to
get any time of the day. Joe C. Thompson Jr. on the other hand saw this as an opportunity and expanded
the concept and tried to open other retailing stores to other locations. Moreover, Thompson later became
the president of Southland Corporation, the owner of 7eleven stores.

Philippine Seven Corporation

7-Eleven was registered with the Securities and Exchange Commission (SEC) on November
1982. It acquired from Southland Corporation (now 7-Eleven Inc.) of Dallas, Texas the license to operate
7-Eleven stores in the Philippines in December 13, 1982. Operations commenced with the opening of its
first store in February 29, 1984 at the corner of Kamias Road and EDSA Quezon City, Metro Manila.
Considering the country’s economic condition at that time, the company grew slowly in its first year of
existence.

In July 1988, PSC transferred the Philippine area license to operate 7-Eleven stores to its affiliate,
Philippine Seven Properties Corporation (“PSPC”), together with some of its store properties. In
exchange thereof, PSC received 47% of PSPC stock as payment. Concurrent with the transfer, PSC
entered into a sublicensing agreement with PSPC to operate 7-Eleven stores in Metro Manila and suburbs.
As part of PSPC’s main business, it acquired or leased commercial properties and constructed retail store
buildings, leasing the buildings to PSC on long term basis together with most of the capital equipment
used for store operations. Hence, PSC concentrated on managing its stores and effectively took the role of
a pure retailer.
In May 1996, the stockholders of both PSC and PSPC approved the merger of the two companies to
advance PSC’s group expansion. In October 30, 1996, SEC approved the merger and PSPC was then
absorbed by PSC as the surviving entity. With the consolidation of the respective lines of business of PSC
and PSPC, the PSC’s retailing strengths were complemented by PSPC’s property and franchise holdings.
Their management as a single entity enhanced operational efficiency and strengthened ability to raise
capital for growth. In September 17, 1998, PSC established Convenience Distribution Inc. (“CDI”), a
wholly owned subsidiary, to provide a centralized warehouse and distribution system to service its 7-
Eleven stores.

7-Eleven today is focused on redefining and enhancing convenience through strategic initiatives
designed to take advance of new technologies and merchandising processes, but which remain based on
the fundamental principle of the simple business concept it pioneered over 70 years ago – to provide
customers an ever changing selection of quality products and services at fair everyday prices, through
speedy transactions in a clean, safe and friendly environment.
Corporate Vision

Vision
Our vision is to be best retailer of convenience.

Mission
To make daily life easier by providing modern convenience.

Oath of 7-Eleven Employees

I want to treat everyone honestly and promise to try my best to serve our customers in order to create a
better future for the company, my family, and myself.

The 5 7-Eleven fundamentals are quality, speed, selection, and value in a safe and pleasant environment.

Corporate Values

• Customer focused
• Teamwork
• Integrity
• Reliability
• Results oriented

https://apmathb01gr1.wordpress.com/2010/01/26/welcome-to-7-eleven/
QUALIFICATIONS
What are the qualifications to become a 7-Eleven franchisee?

LOCAL INTERNATIONAL
 Must be at least 25-60 years  Applicants must be at least 21 years of age
to be eligible to become a franchisee for 7-
 Has at least 72 units in any College Course Eleven. In addition to an age requirement,
or Graduate of any Vocation Course 7-Eleven prefers that their franchisees have
(Experience in Retail and in Fastfood retail, management or customer service
industry is a plus) experience with a company within the
United States.

 Must be willing to undergo full-time 3-5  Ensure Age and Experience

months training

 Has the ability to fund the required  Reveal Financial Standing

investment 7-Eleven expects its franchisee to be in
good financial standing. Applicants need to
have a credit score of at least 700 and
 Must be willing to devote time to oversee cannot have filed bankruptcy within the last
day-to-day store operations and take on a seven years.
role of a Store Operator
 Confirm United States Residency
 Must be willing to work within the 7-Eleven Although 7-Eleven doesn't require
Franchise system and standards applicants to be United States citizens, they
do require applicants provide proof that they
have permanent residency in the United
States. If you cannot provide proof, your
application for a 7-Eleven franchise cannot
be approved.

 Submit Franchise Application

Prospective 7-Eleven franchisees must
submit a franchise application. Applications
are available on the 7-Eleven website.
Before submitting a request for an
application, 7-Eleven asks four questions
about your age, residency, experience and
credit score.

https://www.7-eleven.com.ph/franchising/faq/- LOCAL
https://smallbusiness.chron.com/7-eleven-franchise-requirements-3941.html - INTERNATIONAL
FRANCHISE PROCESS
LOCAL
STEP 1: INITIAL CONTACT
Complete the online inquiry form and attend our franchise briefing every Mondays and Thursdays at 10
AM or 2 PM at 7/F Columbia Tower, Ortigas Avenue, Mandaluyong City.
STEP 2: PRE-QUALIFICATION
Select your site from our list or if you already have a location, 7-Eleven will help you evaluate your site.
STEP 3: PREPARATION OF BUSINESS PLAN
After selecting your location, kindly let us know the ability of your store.
STEP 4: INTERVIEW WITH THE APPROVAL COMMITTEE
A three-level interview for our future franchisees. Let us know you more!
STEP 5: MEMORANDUM OF AGREEMENT SIGNING
After passing series of interviews, legal documents will be prepared for you to study before you sign,
ensuring your full understanding of 7-Eleven franchise.
STEP 6: TRAINING
Prepare for your one month training and get to know 7-Eleven operations.
STEP 7: STORE OPENING AND TURN OVER
In a span of four to six months, you can now operate your own 7-Eleven convenience store.

https://www.7-eleven.com.ph/franchising/application-information/
INTERNATIONAL
STEP 1 Review your qualifications
STEP 2 Apply .If everything looks good, an account executive will invite you to talk business.
STEP 3 Assessments and meetings. You’ll have the opportunity to discuss your results with your account
executive.
STEP 4 Pick your stores
STEP 5 We make you an offer .If you accept, the agreement is signed — and it’s official.
STEP 6 Training begins .You’ll fly to the 7-Eleven Store Support Center in Dallas, Texas, for our world-
class LAUNCH training.

https://franchise.7-eleven.com/franchise/new-franchise
INVESTMENT:
• Initial Merchandise: P800,000
• Franchise Fee: P600,000 (subject to VAT)
• Construction cost : P2.03M (subject to VAT)
• Initial Store Supplies: P170,000
• Advance Rent and Deposit: (Depends on lease terms)
• TOTAL CASH OUTLAY: P3.5M and up
Expenses:
• Operating Expenses: Franchisee
• Rent: Franchisee
• Electricity: 50% – 50%
• Supplies: Franchisee
• Inventory Variation: Franchisee
Expected Store Opening / Turnover: 4 to 6 months
Income Sharing: Fixed gross profit split of 66% Franchisee and 34% to 7-Eleven
Contract Term: 5 years, renewable for another 5 years
Note: Interested parties can actually franchise the stores that are still under construction, as long as it is
not yet operational. Will just reimburse 7-Eleven of the costs they have already incurred in the
construction.
ROUGH ROI ESTIMATES
Doing a brief and crude calculation (caveat, this is just for illustration purposes), to recuperate the P3.5M
in 5 years, you need P700K net income annually. That means you need to register 58,333 per month net
income. Factoring in the split of 66%, it will become 88,383 so you need this net income per month since
you only get 66% of the income (34% goes to 7-Eleven).

Sample Computation:
Note: Gross profit is split fixed. 66% will go to the franchisee and 34% will go to 7/11

https://investmentjuan01.com/2018/08/06/what-we-learned-updates-on-the-7-eleven-300k-franchise-
feedback/
https://filipinowealth.com/how-to-franchise-7-11-in-the-philippines/
MARKETING OBJECTIVES

Marketing Strategy
Marketing Mix of 7-Eleven analyses the brand/company which covers 4Ps (Product, Price, Place,
Promotion) and explains the 7-Eleven marketing strategy. There are several marketing strategies like
product/service innovation, marketing investment, customer experience etc. which have helped the brand
grow.
This elaborates the product, pricing, advertising & distribution strategies used by 7-Eleven.
Let us start the 7-Eleven Marketing Mix & Strategy:
7-Eleven Product Strategy:
The product strategy and mix in 7-Eleven marketing strategy can be explained as follows:
7-Eleven is a convenience store located worldwide. The 7-Eleven store is known for offering one stop
location for fulfilling its customer’s need. The product line in the marketing mix of the company can be
divided into food and drinks for breakfast, lunch, evening snack, dinner and late night snack. The
company offers:-
• Sandwiches: Some of the famous offering in this segment are classic cheese burger, cubano melt, double
bacon cheddar melt, chicken bacon ranch melt sandwich and many more. There are 16 different sandwich
that the store offers.
• Salads, pizzas, Taquitos are also offered by the brand
• Snacks and sides: Some of the famous offering in this segment are chicken tenders, 7-Select Potato
Chips, 7-Select GO!Yum Kettle Popcorn and many more.
• Bakery: Some of the famous offering in this segment are Fresh Brownies, 7-Select Cinnamon Roll, 7-
Select Iced Danishes etc.
• Ice cream: Some of the famous offering in this segment are 7-Select Strawberry Crunch Bar, 7-Select
Cookie Ice Cream Sandwich etc
• Gas: 7-Eleven was the first store to sell gas for cars etc.
• Wireless accessories and personal care products like Connect by 7-Eleven Powerbank, 7-Select Comb &
Pik Set etc.

7-Eleven Price/Pricing Strategy:

Below is the pricing strategy in 7-Eleven marketing strategy:
7-Eleven stores keep the price of items as competitive with respect to other stores.
The generic items includes brand sold on every convenient store like coffee, chips, bread, eggs etc. But
for its privately labelled products like Slurpees, Big Gulp etc the pricing is a bit higher. The reason for
increased pricing for its private labelled products is simply because these product are liked by its
customers and are exclusively available at 7-Eleven stores only. Moreover as the store offers one-stop
shopping solution for all the needs of customers and the time length (7 am to 11 pm and some stores are
opened for 24 hours also) at which the store operates, the customer are happy paying some premium
pricing for the offering made by 7-eleven stores. This gives an insight in the marketing mix pricing
strategy of 7-Eleven stores.

7-Eleven Place & Distribution Strategy:

Following is the distribution strategy of 7-Eleven:
7-Eleven stores was started in Dallas,Texas in the year 1927 but by the end of 1950s the stores were
spread to Florida, Maryland, Virginia and Pennsylvania. In the year 1969 the company crossed
international border and launched stores in Canada and currently the company has about 60,000 stores
spread across 18 countries. The company also provides its franchise to potential owners which can be
applied directly from 7-Eleven website. In order to better serve its customers, the 7-Eleven company has
come up with 7-Eleven mobile app which caters to the needs to internet friendly generation of customers.
Through the app the 7-Eleven stores are able to better serve customers by delivering food, paying bills
online, give reward points to customers etc.

7-Eleven Promotion & Advertising Strategy:

The promotional and advertising strategy in the 7-Eleven marketing strategy is as follows:
7-eleven stores follow an Omni-channel approach for its promotional strategy from digital promotion to
events to physical store sites promotion. The 7-Eleven company is engaged in enhancing its sales through
‘shoulder’ campaign for its Slurpee product that cited the benefits of the produc t beyond just
refreshment. The company has also started celebrating 7-Eleven day as a promotion strategy to get more
customers to its stores. On this day the 7-Eleven stores offers free Slurpee from any of its stores. Also the
company started offering small Slurpee on fuel purchase to get new customers. The company also offers
gift cards, 7-Eleven Universal Fleet Card, Prepaid Cards to give special offers to its customers.

https://www.mbaskool.com/marketing-mix/services/17046-7-eleven.html
SWOT FOR 7-ELEVEN

STRENGTHS

CONVENIENT LOCATIONS
7-Eleven has over 50,000 outlets throughout the world, which gives them a significant location and
convenience advantage. Obviously, being a convenience store, their primary benefit to consumers is that
commonly purchased products are located at nearby stores. Therefore, greater market coverage through a
greater number of outlets will provide increase convenience to more consumers.
OVERALL BRAND EQUITY
7-Eleven is generally perceived as the market leader by consumers in the convenience store sector. This
brand equity translates into customer loyalty and reduced price sensitivity and, therefore, continued
stability of revenue streams across its outlets.
INDIVIDUALLY BRANDED PRODUCTS
In addition to having a strong overall brand, 7-Eleven also has several branded product offerings. The
most famous of this are probably the Slurpee and the Big Gulp. In some countries they also have other
branded offerings such as Movie Quik in the United States. These individual product brands provide a
further strength to 7-Eleven, as consumers may choose to seek out these particular products/brands as
their preferred choice.
FRANCHISED MODEL
Many of the 7-Eleven stores throughout the world are franchised. This provides to strengths for the
organization – the first being that they can continue to grow the number of outlets throughout the world
without having significant capital requirements, as the franchisee is typically responsible for the setup
costs of the outlet – and the second advantage being that the stores are run by motivated individuals who
have a profit incentive for the store to perform well.
DIVERSITY OF INCOME
Because the overall chain of 7-Eleven operates in multiple countries, the parent company has essentially
diversified its income streams across multiple markets. While this can also be a weakness, it also provides
a strength of stability of income as a downturn in one particular country is unlikely to impact their overall
financial results to a significant extent.

WEAKNESSES
HIGH RENTAL COSTS
Due to the need to locate the 7-Eleven outlets in very convenient locations, they are likely to incur higher
rental costs as a result. This higher operating cost structure will mean that they will need to adopt a price
premium approach. There are some consumers who are happy to pay a little bit more for convenience and
speed of purchase, however other budget-conscious consumers a more price sensitive.
HIGH STAFF COSTS
Similar to the high rental costs above, because the store operates on a 24/7 basis in some locations, this
type of retailing operation is likely to have a higher ongoing operating cost structure. As a consequence of
these higher costs, 7-Eleven will be required to have higher price offerings in order to protect their
margins.
FRANCHISEES
Although the overall franchised model is a strength as indicated above, running a large team of
franchisees throughout the world is also a weakness. This is because it removes some element of direct
control of the day-to-day operation of each outlet and passes it to the franchisee. In addition, a
management team is required to recruit, train and monitor the various franchisees, which also adds to the
overall cost structure on an operational basis.

OPPORTUNITIES
CONTINUED MARKET DEVELOPMENT
As with many chains of small retailers, one of the obvious ways to grow their business is through market
development. This means increasing the number of stores they have in existing markets and cities and
increasing the number of countries that they operate in. While there is potential to cannibalize sales of
existing outlets, much of this concern is passed to the franchisee and does not necessarily affect the parent
company.
INCREASED PRODUCT OFFERING
In many of the 7-Eleven stores, there would be physical capacity to increase the product range and
offering. This provides the opportunity of being able to offer a greater selection of both physical products,
as well as services, such as ATMs, cellphone cards, and perhaps even car insurance. Certainly in some
countries, 7-Eleven has expanded into offerings of wine, beer, fuel, ATMs, coffee, donuts, pizza,
sandwiches and so on.
EXCLUSIVE PRODUCT OFFERINGS
7-Eleven has managed to form some strong relationships with key manufacturers that have strong brands.
An example here is Gatorade, where certain flavors are only offered through 7-Eleven stores. This has
advantages to both of the strategic partners, and is something that will broaden the range of benefits that
7-Eleven delivers to its consumers.
CO-BRANDING LOCATIONS
7-Eleven could expand their geographic coverage through co-branded outlets with other significant retail
offerings. For example, they could partner with a coffee chain or a sandwich chain and set up a co-
branded store – where both stores operate independently but out of the same location. This has the
advantage of attracting more consumers, who are possibly less reliant on the convenience aspect, and are
likely to buy from both businesses over time.

THREATS
SUPERMARKETS MOVING TO 24/7 HOURS
In some parts of the world, major supermarket chains have adopted a 24/7 operating system. It is common
for most major supermarket chains to have extended hours. This erodes 7-Eleven’s natural competitive
advantage of having extended shopping hours. This is a significant threat to 7-Eleven over time, as they
would not have the low cost structure required to compete effectively on a price basis with a major retail
chain, such as Walmart for example.
SUPERMARKETS MOVING TO ONLINE DELIVERIES
Some consumers are adopting the system of ordering their groceries online and then having them
delivered. Although this requires some pre-planning, it does also offer significant levels of convenience to
organized consumers, which does represent a threat to 7-Eleven’s convenience-based competitive
advantage.
SECURITY
Because 7-Eleven is a convenience store that handles cash and may be open on a 24/7 basis, it is always
likely to be a target for theft and armed hold-up. Obviously the chain has put in various security measures
in different parts of the world, including video cameras, safes, and window barriers and so on.
SHOPLIFTING
Like most retail stores, 7-Eleven will have the continued threat of minor shoplifting and stealing. In some
locations, these stores operate on a lean budget and only have minimal staff, which presents the
opportunity for some consumers to occasionally shoplift. Like with the security threat above, video
cameras may assist in this regard.

https://www.marketingstudyguide.com/example-swot-7-eleven/
COMPANY’S POLICIES
Below are policies which support PSC’s aim to strengthen practices of good corporate governance within
the organization.

Board Diversity
The Corporation shall embrace board diversity, as much as practicable, which is not limited in terms of
age, gender, culture, skills, competence and knowledge. As a matter of practice, there are 2 female
directors and the directors of PSC have diversified business experiences in retail, finance, accounting,
investment, banking, property, IT & communications.

Dividend Policy
PSC considers the benefit of its shareholders as one of its priority management policies. It aims to sustain
revenue stream and progressive growth to further enhance shareholder value. PSC shall continue to return
capital to shareholders through a sustainable dividend policy. Effective 2015, the Company intends to pay
at least 20% of annual net profits by way of cash dividends. This considers future capital requirements
and potential growth opportunities. The Board regularly reviews the dividend policy, including the
frequency of distribution, taking into account all of the above.

Business Conduct or Ethics

Whistle-blowing (effective Oct. 1, 2013) – The policy applies to all employees of PSC and its
subsidiaries, service providers and suppliers, their agents and employees. It encourages the use of PSC’s
internal mechanisms for reporting whistle-blowing matters in a responsible and effective manner. The
main objective of the Whistleblowing Policy is to establish the proper channel for reporting of violations
of the Code of Conduct and Business Ethics and other related policies and procedures. An independent
committee known as the Committee on Conduct is tasked to handle reports of such violations.

Illegal/unethical conduct shall be reported in writing either anonymously or otherwise depending on the
whistleblower’s discretion. Modes of reporting can be through a letter, e-mail or other means established
by the company. All reports are treated with utmost confidentiality. To report an incident any person may
access the PSC Website and accomplish the form in the link below
http://form.jotform.me/form/51722732610447 . The Committee on Conduct shall review the report of the
whistleblower and shall evaluate the merits of the complaint according to circumstances, time of
reporting, evidence, violation of procedure and policy. The whistle-blower shall be informed of the
decision of the Committee. Appropriate action shall be taken against the persons found to have committed
any illegal/unethical conduct. PSC provides appropriate protection from retaliation as provided in this
policy and in the PSC’s Employee’s Handbook.

Insider Trading (Trading Block-outs) (effective January 1, 2013) – Policy restricts the trading of shares
by PSC directors, executives, officers and employees who possessed material non-public information
from taking advantage of the same, to the damage of the Company and the investing public. Covered
persons are prohibited from trading within five (5) trading days before and within three (3) trading days
after the submission of structured and non-structured disclosures. Any transaction involving corporate
shares done must be reported to the Corporate Secretary within three (3) calendar days from the trading
day.

Conflict of Interest (effective August 1, 2011) –To safeguard transparency and fairness in all its corporate
dealings and at the same time to see to it that all transactions uphold the best interest of the Company, all
employees are required to dissociate themselves from any engagements that may compromise the
company’s interest and should there be any appearance of conflicting interest, to disclose the same to
proper authorities in the Company.

Anti-Corruption Programs and Procedures- PSC’s Code of Business Conduct and Ethics was drafted to
strengthen its commitment towards Corporate Governance and to provide a thorough guidelines for
actions of employees. In this regard, it developed policies on the following to uphold ethics in business
dealings and transactions: 1. Limitations on Participation in Company Sales Promotion, 2) Conflict of
Interest ,3) Employment, Placement and Transfer of Relatives, 4) Foreign and Local Business Travel, 5)
Employee Promotion for Section Managers and Above & 6) Whistle-Blowing. With these policies set in
place, employee are informed and required to follow the rules and regulations both from the government
and from the company and to steer clear from any covert or overt acts of bribery. They are also advised to
avoid solicitation and acceptance of gifts of high value (usually Php 2000 up) from business partners
and/or suppliers. Rules and guidelines in granting travel allowance and/or reimbursement of expenses
incurred for official business trips made locally or abroad are also provided. Promotion of employees to
Section Managers and above are also standardized. In addition, a Whistle Blowing Policy was set up to
provide channels for reporting of violations of the Code of Conduct and Business Ethics and the
mechanism for its investigation and appropriate action. PSC is also a signatory to the Integrity Pact and a
participant in Integrity Summit Fora.

Related Party Transactions (effective November 1, 2004) – Policy on RPTs ensures that all company
dealings are done at arms’ length basis, that is, these transactions are priced in such a manner similar to
what independent parties would normally agree. All transactions involving related parties require
disclosure in the audited financial statement. On the other hand, all related suppliers are mandated to
undergo accreditation and approval by the Purchasing Committee. The Audit Committee, chaired by an
Independent Director, assists the Board in reviewing RPTs to make sure that they are consummated with
only the best interest of the Company in mind.

Material Related Party Transactions (effective October 24, 2019) – The policy establishes the review,
approval and reporting of Material Related Party Transactions (MRPT) which may be entered into
between or among PSC or any of its subsidiaries, affiliates, directors, officers and other related parties,
taking into account its size, structure, risk profile and complexity of operations. The policy also sets the
materiality threshold for MRPT.

Policy and Data Relating to Health, Safety and Welfare of Employees – We value our employees and
their contribution to achieving the corporate objectives. We respect their rights to self-organization, safe
working conditions and work-life balance. Compensation and incentives are determined on the basis of
annual performance and achievement of targets. Training and development programs are regularly
provided across all levels. Employee satisfaction survey for all position levels are being conducted
annually.
Safeguarding Creditor’s Rights
Reportorial Compliance (effective January 1, 2014) – Seeks to ensure that reportorial compliance reports
required by the Securities and Exchange Commission, Philippine Stock Exchange (PSE) and other
regulatory agencies are submitted on time for eventual disclosure for the benefit of the investing public. It
establishes among others a mechanism for close coordination between concerned departments in the
preparation, publication and submission of the said reports and other disclosures of vital corporate
information.

Suppliers/Contractors Selection Practice

Accrediting Suppliers of Non-Trade Goods and Services – By requiring suppliers to undergo a stringent
accreditation process, PSC strives to ensure that non-trade goods and services to be purchased or used are
of good quality yet geared towards cost reduction efforts of the Company. Quality of the goods and
services, pricing and trading terms, payment conditions, and distribution channels are some of the criteria
set by this policy for accreditation of suppliers.

Those undergoing the accreditation process must also maintain the same standard and quality of non-trade
goods and services they will provide throughout the duration of the accreditation process. Accreditation is
valid for one (1) year from date of acceptance; thereafter supplier/s may file for re-accreditation.

Food Suppliers Processing Plant Evaluation and Accreditation (effective November 15, 2004) – As a
retailer, we strive to provide fresh and quality food. This policy achieves this by subjecting all suppliers to
regular inspection by 7-Eleven buyer/merchandiser Manager and a quality control specialist. A supplier’s
processing plant is evaluated based on standard requirements and criteria such as good manufacturing
practices, sanitation, and product quality control.

Guidelines on Food Processing Plant Audit for 7-Eleven Inspectors (effective November 15, 2004) –
provides for the sanitary requirements, food standards and quality control procedures for food processing
plant suppliers.

https://www.7-eleven.com.ph/corporate/corporate-governance-head/companys-policies/
7-ELEVEN, INC. – INDIVIDUAL
STORE FRANCHISE AGREEMENT

Reference: https://www.sec.gov/Archives/edgar/data/92344/000119312505052213/dex10iib1.htm

OBLIGATION AND RISTRICTIONS

The franchisee agrees under the franchise agreement to devote his or her best efforts to the store and to
actively and substantially participate in the actual operation of the franchise. Franchisees further agree to
work full time in their store and supervise day-to-day operations, and make themselves available to meet
with the franchisor at reasonable times, at the franchisor’s request, but in any event franchisees agree to
meet with the franchisor at least once a week at their store during reasonable business hours. If a
franchisee is temporarily out of town or otherwise temporarily unavailable to meet with the franchisor at
any time, the franchisee agrees that the franchisor can meet with the franchisee’s employees to discuss the
franchisee store's business and take any action contemplated or allowed under your franchise agreement.
The store must carry all categories of inventory specified.

· Conditions integral to the franchisor-franchisee relationship

· Possible termination
https://corp.7-eleven.com/corp/terms-of-use
ORGANIZATIONAL CHART