Chase Begor

“Without customers, a balance sheet is meaningless. That’s why Bouchard agreed to pay a premium when he was acquiring an existing store. He wasn’t buying just an inventory and some displays; he was buying a location and a customer base that had established habits—a concept referred to as “goodwill.”
― Guy Gendron, Daring to succed: Couche-tard & Circle K convenience store empire

“As soon as a suitable location was found for a franchise, he was given two weeks to design the store, paint it, install coolers, shelves and counters and arrange merchandise. Nothing could get in the way of him attending opening day for each store, which always took place on a weekend. “I loved that moment. You could feel the excitement of everyone waiting outside before the doors opened.” The energy was that much higher when Perrette promised a complimentary milk jug to the first 500 clients and granted specials on other products, to promote the full range of their offerings.”
― Guy Gendron, Daring to succed: Couche-tard & Circle K convenience store empire

“You have to be careful, Bouchard answered: There are often hidden costs in a chain that’s struggling financially. Better to pass up an opportunity than rush into one too quickly.”
― Guy Gendron, Daring to succed: Couche-tard & Circle K convenience store empire

“Bouchard, however, advocates an entrepreneurial attitude at every level. He encourages risk-taking. This requires a high tolerance for error, but he prefers taking an overall position of trust—even when it sometimes backfires—to an overall position of mistrust that will sometimes prove justified.”
― Guy Gendron, Daring to succed: Couche-tard & Circle K convenience store empire