forecourttech recently met with Frederick Beckmann, CEO of Q1 Energie AG, to talk about the rapid pace of change in forecourt retail operations, rising customer expectations, and why strong digital foundations matter more than ever.
What do you see are the biggest forces shaping forecourt retail operations today, and where have you felt those changes most in your business?
Customer expectations have changed significantly. They no longer compare us only with other petrol stations. They compare us with the best experiences they have in their everyday lives. They expect simplicity, speed and reliability because that is what they have learned to expect from many other services.
At the same time, regulatory requirements are increasing and our business is becoming more complex.
We are evolving from a relatively one-dimensional fuel retail business into much more diverse multi-service hubs. Convenience retail in particular has reached a new level in recent years and will continue to play an increasingly important role in the future.
When a driver pulls into a Q1 Energie forecourt today, what do you hope they notice, and
how would that differ from five years ago?
I hope our customers notice one thing above all else: everything simply works. That they can find their way around easily, receive the quality they expect and do not waste time.
Today, the first question we ask ourselves is: How can we make our customers’ everyday lives easier? Which services genuinely add value for them?
Five years ago, a good forecourt was largely defined by the basics: competitive fuel prices, a clean site and a quick transaction. Those things still matter. But customer expectations have shifted. Today, people notice whether the payment process is smooth, whether there is a food or drink option worth choosing, and whether the site feels as though someone has thought about their experience. That shift is gradual, but it is real.
Beyond fuel sales, where do you see the biggest opportunities to build customer loyalty
and revenue growth?
Loyalty is not built through discounts or points programmes alone. People come back when they feel that we consistently save them time and offer services that are genuinely relevant to their daily lives.
That is why I see the biggest opportunities in a strong convenience offering, quality food services, digital solutions and partnerships that fit naturally into our customers’ routines.
The key question is this: Do we become part of our customers’ everyday routines, or do we remain simply the place where they occasionally refuel?
The move to EV significantly changes how drivers use forecourts. How are you addressing
that challenge?
Markets are developing at different speeds depending on the region, customer profile and individual location. That is why we take a pragmatic approach. We invest where customer demand exists and where there is a viable business case. At the same time, we believe that different forms of mobility will coexist for a long time to come.
Our role is to meet our customers’ mobility needs. We can do that through fast-charging infrastructure, an attractive environment in which to spend time, and services that allow customers to make meaningful use of their charging stop.
There’s much talk of investment in new technology, from data to AI to automation. How do you decide which technologies will deliver value for your business?
We try not to confuse technology with innovation, while at the same time maintaining an open mind and a broad perspective. A technology becomes relevant to us when it solves a real problem, whether for our customers, our employees or our operational processes. Today, focus is probably more important than technological enthusiasm.
Is there one technology investment decision that you’ve made in recent years that really shaped the direction of Q1 Energie?
The most important decision was probably not a particularly spectacular one. We deliberately invested in our digital foundations: data quality, system integration and robust processes. That sounds far less exciting than artificial intelligence or robotics. But these foundations determine whether new technologies can be implemented effectively in the first place.
Without getting the basics right, it is difficult to unlock the real value of future innovations.
You’ll be attending forecourttech in October. What conversations are you most looking forward to, and why do you think it’s become such an important convention for fuel and convenience operators?
I’m almost as interested in hearing about what did not work as I am in hearing the success stories. We can learn from successful projects, but often we learn even more from investments that failed to deliver what was expected.
Our industry is going through profound change, and nobody has a finished blueprint for the future. That is exactly why events like forecourttech matter. They create a space to exchange experiences, challenge assumptions and learn from one another. In the end, it is not about who presents the most exciting buzzwords. It is about understanding which ideas actually work in practice.
In my view, the future of the forecourt will not be decided by who experiments with the greatest number of trends. It will be decided by who understands customer needs and translates change into practical, pragmatic and economically sustainable action. Ultimately, it’s about making our sites future-proof. We are confident that a broad mix of mobility solutions and services will enable us to do exactly that.
Q1 Energie AG is one of the largest independent petrol station operators in Germany with over 230 locations.
