FAQ



We want to become the world’s preferred destination for convenience and fuel. This is about a movement to create a unified family or merchants supporting our unified, global brand across all our stores and engaging all our people. By aligning around a single brand identity we will strengthen and focus our family, streamlining improvements to the customer experience we offer, sharing best practices and benefiting from greater economies of scale. We will focus more than ever before on the three pillars of our brand: fast and friendly service, easy visits and products for people on the go.

Circle K is already Couche-Tard’s largest and most international brand. It can be seen today on thousands of stores and service stations in 14 countries around the world (including in Asia, South America and the Middle East). Being rooted in the English language also helps make it Couche-Tard’s best-positioned brand for carrying into new markets.

Our goal in the coming years is to have a single convenience retail brand across our worldwide network. We are very pragmatic in our approach. We will prioritize recent acquisitions, such as The Pantry geographies, as well as those we are under contractual obligations to rebrand, such our Statoil sites in Europe. This will be in addition to our normal cycle of store refreshes.

We are confident the economies of scale, best practice sharing, and simplicity that this change makes possible, will bring value to our customers and to our stakeholders.

The new, global Circle K brand will replace the existing Circle K, Mac’s, Kangaroo Express and Statoil retail brands on everything except our operations in Quebec and our INGO automats in Europe.

The colors in the new, global Circle K brand are derived from our existing brand portfolio. The red is the Couche-Tard red and the orange comes from the Statoil brand. Red has a well-proven association with convenience while orange is warm and welcoming, and works effectively as an accent color in our product branding. Our specific combination of red, white and orange is unique in our industry and its application to our stores and stations will ensure our customers’ choice is an easy one.

We believe that building a successful new brand will depend on our creating a movement within our company. Through that movement our people will focus more than ever before on delivering fast and friendly service, easy visits and great products for people on the go. And as we get even better at best practice sharing you can expect to see improvements in our coffee offer, new fresh and tasty food offers, innovative cold drink offers and much more. Altogether, we hope this will make visiting us even more appealing than it is today.

We see this as an investment that, in large part, we would be making as part of our normal cycle of store refreshes. Our approach is very pragmatic. We will prioritize recent acquisitions, such as The Pantry, as well as those sites we are under contractual obligations to rebrand, such our Statoil sites in Europe.

This is more than just a sign exercise. We are introducing three focus areas for our new brand, with fast and friendly service, products for people on the go and easy visits. Add to these the best practice sharing and economies of scale and simplicity that this change makes possible, and we believe the value we bring to each of our customers and to our stakeholders will be significantly increased.

Some private label products will be rebranded. We do not currently plan any changes in the range or pricing as a direct result of the rebranding, but we know that the roll-out of our new brand has to be more than just a signage exercise, so we are also rolling out a new focus on fast and friendly service, easy customer visits and great products for people on the go. You can expect to see improvements in our coffee offer, new fresh and tasty food offers, innovative cold drink offers and much more.

Our approach is very pragmatic. We will prioritize recent acquisitions, such as The Pantry, as well as those sites we are under contractual obligations to rebrand, such our Statoil sites in Europe. We currently plan to begin the rebranding in the South-Eastern United States in January and we expect it to take around three years to cover the rest of the country. In Europe the process is expected to start in Norway and Sweden in May 2016, and to end with the rebranding of our Russian network early in 2018. Canada is expected to take approximately two years, starting in May 2017.