Buc-ee’s did not become famous because it sold gasoline. Or soda pop. Or even barbeque. Buc-ee’s became a remarkable roadside attraction because of their bathrooms. Any company could copy that strategy, but Buc-ee’s remains the standout.
It is not a feature that is difficult to copy. It is a decision that no other company is willing to copy. Every square foot in a convenience store is expected to produce revenue. Retailers carefully allocate that space to maximize sales and profit. Dedicating hundreds of square feet in a single location to clean bathrooms is a decision most companies reject.
Private equity, looking for a 30 percent return on their retail square inches, would never agree to the allocation of space dedicated to where customers go pee.
It is not just a feature, it is a promise. Each time they keep that brand promise, a customer willingly shares that experience with a neighbor, who tells another neighbor until everyone in Texas knows about Buc-ee’s.
Somehow, the word got out. A company can make a profit on a single high performing feature. But, customers don’t experience Buc-ee’s one feature at a time. Customers experience Buc-ee’s as a system. Competitive gas prices, fresh food, curious merchandise, spotless and plentiful bathrooms. None of those things, by themselves, explains Buc-ee’s reputation. Together, they become something larger. Every culture starts with a management decision.
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Premeditated Culture is now available on Amazon.