7-Eleven plans 2,600 franchise conversions and tiered store remodels

By James Calloway

7-Eleven plans to remodel several thousand U.S. convenience stores and convert roughly 2,600 company-owned locations to franchises by 2030, CEO Mauricio Leyva said.

The company also set a 2027 goal to convert 500 sites. Leyva presented the targets at Seven & i Holdings’ Nov. 6 investor day. Seven & i continued to grapple with profitability in North America, its largest market outside Japan.

“Our success is defined by our ability to strengthen both our store operations and our merchandising, and we will invest in the highest value opportunities across both operations and [an enhanced] assortment,” said Leyva, who became CEO of 7-Eleven Inc. on Aug. 1. He said strengthening the customer experience across core disciplines would drive higher foot traffic, larger basket sizes and lasting customer loyalty.

The North Star transformation program predates Leyva’s arrival. At the investor day, he set out a more detailed framework for allocating capital across 7-Eleven’s North American store network.

How does North Star divide capital?

Seven & i’s presentation built the strategy around three pillars. The first two focus on existing locations.

• Foundational upgrades: Build cleaner, safer and more reliable stores through basic improvements.
• Store modernization: Make stores more relevant, engaging and productive.
• Network optimization: Expand the new-store pipeline and convert company-owned locations to franchises.

Foundational upgrades represent the more basic remodel type. Seven & i’s deck set four aims: building and utility improvements, enhanced appearance, replacement of aging equipment and stronger operational reliability. Leyva said approximately two-thirds of planned remodels will focus on these projects, which he described as basic enhancements for reliability and customer satisfaction.

Modernization requires more extensive investment. Its goal is sales growth and higher unit returns, alongside a more relevant, engaging and productive store. Leyva said 7-Eleven will match capital with sales potential, hold investments to its return-on-invested-capital standard and retain flexibility for the strongest growth sites.

Which stores receive the deepest investment?

7-Eleven divides modernization into bronze, silver and gold tiers. Leyva said each tier reflects location potential, competitive impact and financial metrics. Each category has its own standards and objectives based on a store’s needs and growth potential.

• Bronze: Seven & i calls this an essential, condition-led investment. Repairs, refreshes and essential customer-facing improvements create a clean, bright and safe store.
• Silver: Seven & i calls this a scaled core investment. It covers meaningful customer improvements with disciplined capital, targeted upgrades and refreshed appearance.
• Gold: This tier represents a full transformation. The highest-priority locations with the strongest opportunity receive broad upgrades to the exterior, interior, layout, fixtures and overall experience.

Leyva said the tiered approach improves the network while concentrating the most extensive investment where it can have the greatest impact.

Seven & i’s deck said many remodels use a larger, food-focused format designed to encourage longer visits. In-store seating and quick-service restaurants support that aim. Leyva said large-format locations that began rolling out in late 2025 fall under the gold tier.

How will franchising and food support growth?

Leyva framed the program as a way to meet 7-Eleven’s North American growth targets. He reiterated company-owned-to-franchise conversions and set a new goal of 500 sites in 2027. Network optimization also expands the new-store pipeline. These moves sit within roughly 2,600 planned conversions through 2030.

He also described efforts to establish 7-Eleven as a food destination. Improved meal options and continued investment in the 7Now delivery business support that objective.

“By 2030, 7-Eleven Inc. will be offering a much more enhanced customer experience,” Leyva said. “It will be more productive, more attractive to consumers, and built to deliver compounding shareholder value.”

The near-term test arrives in 2027, when 500 conversions are due. The larger test runs through 2030, when roughly 2,600 conversions and several thousand remodels must support the promised gains in foot traffic, basket sizes and customer loyalty.