Similar to the performance of many other product categories, unit sales of candy in convenience stores are increasingly declining. According to the NACS State of the Industry Report^® of 2024 Data, there also has been a noticeable shift in what candy shoppers are buying. For example, bagged or repacked peg candy sales increased from 20.9% of overall c-store candy sales in 2019 to 26% in 2024.

At the same time, dollar sales of chocolate, candy, gum and mints hit a record-breaking $54 billion across all channels in 2024, according to the National Confectioners Association’s (NCA’s) “State of Treating 2025” report. 

“It’s clear that people continue to enjoy treating themselves and those around them to chocolate and candy—98% of consumers reported that they made a confectionery purchase at some point in 2024,” the association said. “And while consumers remain concerned about the price of groceries, they are leaving room in their budgets for chocolate and candy, whether it’s to mark a special occasion or make everyday moments a little sweeter.”

And while interest in sweets remains strong, the types of candy products and where consumers are shopping for them have changed dramatically in recent years.

“Consumer interest in candy has evolved over the past five years,” said Allie Castillo, senior product development manager at 7-Eleven Inc. “At 7-Eleven Inc., we’ve seen firsthand how these changes are reshaping the category.”

The opportunity, she and other experts said, lies in understanding consumer motivations and getting customers in the door with corresponding innovation, variety and value.

Embracing Innovation

Despite the challenging sales data for c-stores, there’s no doubt consumer interest in sweet treats remains strong.

“Shopping patterns have shifted. Consumers are consolidating trips and increasingly favoring large-format stores for value,” said Jacob Jordan, category insights manager for McLane Co., Temple, Texas. “However, c-stores still play a critical role, particularly for impulse and immediate need-based indulgence.”

Understanding how consumers view a c-store shopping trip can go a long way in developing a modern strategy for confectionery in the channel.

“C-stores are seen as a destination for small personal treats, something convenient, quick and just for them,” Jordan said. “While value-driven items may be purchased elsewhere, the emotional pull of c-store indulgences remains strong.”

Having a variety of product types can help drive an increase in purchases and return visits.

“Compared to five years ago, purchases are more impulsive and emotionally driven rather than strictly functional,” said Jordan. He cites the pandemic as one major influence on current consumer behavior. 

“With routines disrupted and emotional stress heightened, shoppers began to view indulgent items like candy as personal rituals or quick escapes,” he said. “These products became part of coping mechanisms, something to ground them, share with others or simply look forward to during uncertain times.”

Consumers are also combining indulgent treats with healthier snacks, reflecting a desire for balance, Jordan said. He calls it “little-treat culture,” in which candy is used to create small moments of joy or self-care. 

Candy maker The Hershey Co. is seeing this yin and yang, too.

“When consumers are looking to treat themselves, they are still largely leaning into traditionally indulgent products like chocolate candy and ice cream,” said Erica Norton, senior director of consumer insights for the Hershey, Pennsylvania-based company. “However, with an increasing number of more ‘permissible’ treats on the market, consumers have more options to choose from to treat themselves and stay within their health and wellness goals.”

Increasingly, that means a demand for low- and no-sugar candies and products with “clean labels,” she said. Since 2020, Hershey’s Zero Sugar business has had a compound annual growth rate of 38%. Further, Norton said, Hershey has responded to consumer demand by introducing a variety of products in recent years, including Reese’s Plant Based Oat Chocolate Confection & Peanut Butter Cups and Hershey’s Plant Based Oat Chocolate Confection Almond & Sea Salt Candy Bar.

Media Motivation

Social media is another driving force in innovation.

“This shift [in consumer preferences] is fueled by social media influence and a culture in which consumers seek fulfillment through small choices throughout the day,” Jordan said. “Within this landscape, the sugar and nonchocolate categories are seeing notable growth, driven by variety, portability and perceived permissibility—making them well-suited for these spur-of-the-moment indulgences.”

Castillo agreed, specifically saying social media platforms Instagram and TikTok “have given Gen Z a stage to spotlight bold, unexpected and visually fun candy.”

“Viral trends have created a demand for flavors and textures that are share--
able and sensational, from extreme sour profiles to inventive taste profiles like freeze-dried candy,” Castillo said.

Variety and Differentiation

At the retail level, innovation is about variety and standing out from the crowd, Castillo said.

“Today’s candy consumer is more advent-urous and intentional,” she said. “[Consumers are] seeking out bold flavors, new textures and exciting formats that go beyond the traditional chocolate bar.”

That trend has given license to 7-Eleven and other retailers to build a private label strategy that makes the retailer stand out for unique products and underscores value in its stores.

“We’re continuously refreshing our assortment to reflect evolving tastes, emerging trends and the desire for both indulgence and balance,” Castillo said. As of 2024, the retailer maintained a selection of more than 200 private label CPG products, primarily under the 7-Select and 24/7 Life brands. It set a goal of achieving a 26% proprietary product mix of in-store sales to include its fresh food, proprietary beverages (Big Gulp and Slurpee) and private brands. In its fourth-quarter 2024 earnings call, it reported profit margins of 51.3% on private label goods.

“The result [of our focus on private brands] has been measurable growth and stronger customer loyalty,” Castillo said. “The growth of our private brand business reflects how closely our strategy aligns with what today’s consumers want: quality, value and convenience, often through exclusive products.”

Insights from 7-Eleven’s four-year-old Brainfreeze Collective, a 300,000-member consumer research panel, help the chain to “fine-tune our assortment and bring relevance to every shelf.”

“As shoppers increasingly look for value, innovation and intentional choices in the candy aisle, our private brands are designed to meet them exactly where they are,” Castillo said. “Our 7-Select line delivers craveable options that rival or exceed national brands in quality, at a better price.”

Today, 7-Eleven’s private label candy lineup includes a variety of gummy candies, chocolates, cookie bites, holiday selections, novelties and more, in addition to lines of snacks and packaged beverages. The result is measurable growth and stronger customer loyalty, Castillo said.

“Ultimately, this approach has strengthened 7-Eleven’s reputation as a destination for both everyday essentials and surprising new finds,” she said. “By investing in innovation and listening closely to our customers, we’re driving meaningful top-line growth while deepening trust and loyalty with every visit.”

Similarly, McLane and other distributors to convenience stores are investing in private brand innovation to bring value to their customers. McLane markets the proprietary YumBees brand of hard, gummy and chocolate candies, among other exclusive products, to its customers.

“Consumers are increasingly budget-conscious and open to alternatives that provide value without sacrificing quality,” Jordan said. “The general rise in private label sales—outpacing national brands—suggests that trust and interest in store brands is expanding. As long as private label options meet taste expectations and offer a sense of indulgence, they are well-positioned to grow.”

While economic uncertainty has caused many shoppers to reduce discretionary spending, they continue to seek small indulgences, said NCA. Retailers can capitalize on that. 

“Brands and products that deliver emotional rewards at reasonable prices are seeing success,” NCA said.