I am sad to see this. On long trips across Texas, it was always great to see DD as a food/drink/coffee option. You just don’t see standalone Dunkin’s in small towns and if you do, you have to get off the road and go into town – most travelers won’t do that. I understand the pandemic has hit the summer trips, etc., and if this is a way to ensure the brand lives on then do what you have to do — but I will miss a very good cup of coffee and the occasional chocolate doughnut…

I would have to make an extra stop on road trips, but this move from Dunkin’ makes a lot of strategic sense. They can control the positioning and experience, which is vital.

Dunkin’ has been focused heavily on their rebranding and introduction of a new customer experience for the past several years. The smaller store formats and limited menus at these locations don’t provide the ability to have that revamped experience in a fashion consistent with their standalone stores. I think this move is a wise one insofar as it creates a consistent guest experience for their customers as they continue their push towards being known as a more modern and technology-savvy coffee and food retailer. With the gas station locations currently representing only 0.5 percent of revenue, it should not significantly impact their ability to ride out the pandemic; although they have indicated the majority of these locations are still open currently.

I can appreciate that the Dunkin’ experience isn’t fully realized as a gas station add-on. However I believe they are limiting their sales and scope needlessly. This move seems driven by pride more than profit.

What is Dunkin’? Does the presence in gas stations contribute to who they are and the brand they want to be known for? Does it make financial sense to be there? We are now learning the answers to those questions. Apparently, it doesn’t make sense for them to be there. This isn’t a decision based on the pandemic. This is something Dunkin’ has been working on for several years.

Ahhh, the joys and challenges of brand development. Building a brand from scratch is tough enough, requiring difficult choices and decisions, and many times those choices affect potential revenue. When evolving or reinventing a brand, sometimes those strategic branding decisions impact paying customers and come with actual revenues attached. Even when “only” 0.5 percent of revenues (almost $7 million dollars at Dunkin’) are impacted, these decisions are both difficult and risky. The good news, however, is that I do believe this is a wise branding decision and in keeping with their new objectives for the brand. I applaud them for having the courage and intestinal fortitude to proceed down this road.

I’ve been a fan of Dunkin’ for years and years. I love the coffee. Do I feel like they need to sell gas? I don’t think I’ve ever bought a doughnut at a gas station, really. Doesn’t feel right. So do I think it’s a good move? Yeah, I do. Less risk and fewer non-controllable factors.

Whenever there is a discussion about Dunkin’ Donuts, I get nostalgic. I remember when you could walk in a store and smell the frying of the doughnuts. They were crisp and fresh, soft or chewy. It was hard to pass the store without your mouth watering.

It is probably best that they have eliminated the “Donuts” from their name. Today, one can get better doughnuts in a box at the grocery store.

My conclusion is that this organization is steeped in hubris. They think they have something that is unique and special and in reality they are just another place to grab a coffee or a sandwich (basically, factory food). There are too many better alternatives and Dunkin’ doesn’t have anything unique to work with.

Consistency of experience is what makes the Starbucks concept work – Dunkin’ understands this and gets that entering any store is like entering every store. They should have a familiar brand look and feel combined with service and product offerings to match. Not for all retailers, some of the best QSR chains follow this line of thinking as it reinforces the brand. Dunkin’ is no stranger to the concept and without a doubt has seen higher value and returns from their fully operational stores. With commercial real estate prices expected to be dropping this is an ideal time.

COVID-19 may delay rollout and separation from the gas stations, but has most likely accelerated the decision.

From what I see on my travels, is that Casey’s combo gas and store have the right formula. Customers love them … on-site fresh-made donuts and their pizza. They do seem to have the formula and are well trenched in their markets.

Dunkin’ locations have always been thought of as free standing around other retail at convenient locations. It’s the “go to” at 7 am on the way to work. That’s their strength position in the markets.

I do not understand the rationale behind this move. There must be more to the decision then they are talking about. All DD locations are franchises. So what is the real reason to eliminate over 400 locations?

Slam dunk. If Dunkin’ wants to stay competitive with Starbucks, they need to stay focused — and on brand. This is a smart move. Implanting their new format stores with expanded menu and more tech-savvy conveniences should more than make up for lost revenue at Speedway.

In this pandemic-era, Dunkin’ should be cautious about consumer-facing communication — they want to bring these consumers along — not leave them behind or, stir feelings of losing one more thing during this pandemic. Uplifting and encouraging messages about what’s to come in the new format stores may help ease consumer transition.