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ISSN Electrónico: 2500-9338

Volumen 26-N°2

Año 2026

Págs. 133–151

Sustainable Digital Transformation: Overcoming Organizational Barriers and Building Strategic

Solutions in Convenience Stores

Víctor Alfonso Motato Leal

Enlace ORCID:

https://orcid.org/0009-0003-2586-3160

Brian Ronaldo Leal Gelves

Enlace ORCID:

https://orcid.org/00009-0004-6350-481X

Luis Alfredo Jiménez Rodríguez

Enlace ORCID:

https://orcid.org/0000-0001-8656-9406

Blanca Liliana Velásquez-Carrascal

Enlace ORCID: https://orcid.org/0000-0001-7718-853X

Fecha de Recepción: Enero 25 de 2026

Fecha de Aprobación: Abril 27 de 2026

Fecha de Publicación: Julio 17 de 2026

Abstract:

Objective: To analyze the feasibility of designing sustainability strategies and digitization processes as strategies aimed

at strengthening competitiveness in a convenience store, using Plaza Pinar Center (Colombia) as a case study.

Methodology: A descriptive-analytical approach is adopted, based on a conceptual framework that integrates models

such as the Triple Bottom Line, shared value creation, and the ecological economy. Furthermore, global digitization

trends in the retail sector are incorporated as a focal point of analysis. The project’s feasibility is examined from

technical, economic, operational, and environmental dimensions, using comparable data from the sector in Colombia

and reference estimates in U.S. dollars. In addition, a strategic competitiveness plan is formulated that integrates the

organizational philosophy and the development of a strategic diagnosis using SWOT, DO, FA, and DA matrices.

Results: The findings show that the integration of sustainability strategies and digitalization tools is financially viable

and strategically relevant. These initiatives contribute to improving operational efficiency, optimizing resource

Especialista Gerencia Financiera, Universidad Libre, Especialista en Gerencia de Proyectos, Contador Público. Colombia Contacto: VictorA-

MotatoL@unilibre.edu.co

Especialista Gerencia Financiera, Universidad Libre, Colombia. Contacto:

brianr-lealg@unilibre.edu.co

Doctor en Ciencias Gerenciales, Administrador de Empresas. Docente Investigador de la Corporación Universitaria Minuto de Dios, Fundación de Estudios

Superiores Comfanorte, docente investigador de la Universidad Francisco de Paula Santander Ocaña, UNIVERSIDAD SIMON BOLIVAR, Universidad Colegio

Mayor de Cundinamarca, Universidad Dr Rafael Belloso Chacín, Universidad Francisco de Paula Santander, Universidad Nacional Abierta y a Distancia,

Universidad Tecnológica del Centro Unitec. Colombia. Contacto:

alfredo.jimenez@unad.edu.co

Magister en Ciencias Económicas, Administradora Financiera. Docente Investigadora de la Universidad Libre de Cúcuta, docente de la Fundación de Estudios

Superiores Comfanorte, Universidad Francisco de Paula Santander Ocaña (UFPSO), Colombia. Contacto:

Blanca.Velasquez@unilibre.edu.co

CC BY-NC-SA 4.0

Atribución/Reconocimiento-NoComercial-CompartirIgual 4.0 Internacional

134

management, strengthening the customer experience, and enhancing competitive performance in small-scale

convenience stores. Conclusions: The Triple Bottom Line, shared value creation, and green economy approaches

demonstrate high applicability in small-scale business contexts, challenging the notion that sustainability is exclusive to

large corporations. On the contrary, it establishes itself as a tangible source of competitive differentiation and

operational efficiency. At the same time, the analysis confirms that digitalization in retail, particularly through point-of-

sale (POS) systems, generates significant improvements in financial control, information traceability, and customer

service quality, making it a key enabler of sustainable growth.

Keywords: sustainability; digitalization; retail; convenience stores; competitiveness.

Transformación digital sostenible: superación de barreras organizativas y construcción de soluciones

estratégicas en tiendas de conveniencia retail

Resumen:

Objetivo: Analizar la viabilidad de diseñar estrategias de sostenibilidad y procesos de digitalización como estrategias

orientadas al fortalecimiento de la competitividad en una tienda de conveniencia, tomando como caso de estudio a

Plaza Pinar Center (Colombia). Metodología: Se adopta un enfoque descriptivo-analítico sustentado en un marco

conceptual que integra modelos como el Triple Bottom Line, la creación de valor compartido y la economía ecológica.

Asimismo, se incorporan tendencias globales de digitalización en el sector retail como eje de análisis. La viabilidad del

proyecto se examina desde dimensiones técnica, económica, operativa y ambiental, utilizando datos análogos del

sector en Colombia y estimaciones referenciales en dólares estadounidenses. Además, se formula un plan estratégico

de competitividad que integra la definición filosófica organizacional, el desarrollo de un diagnóstico estratégico a través

de matrices FO, DO, FA y DA. Resultados: Los hallazgos evidencian que la integración de estrategias de sostenibilidad

y herramientas de digitalización es financieramente viable y estratégicamente pertinente. Estas iniciativas contribuyen

a mejorar la eficiencia operativa, optimizar la gestión de recursos, fortalecer la experiencia del cliente y elevar el

desempeño competitivo en tiendas de conveniencia de pequeña escala. Conclusiones: Los enfoques del Triple Bottom

Line, la creación de valor compartido y la economía ecológica demuestran alta aplicabilidad en contextos empresariales

de pequeña escala, lo que cuestiona la noción de que la sostenibilidad es exclusiva de grandes corporaciones. Por el

contrario, se consolida como una fuente tangible de diferenciación competitiva y eficiencia operativa. En paralelo, el

análisis confirma que la digitalización en el retail, particularmente mediante sistemas de punto de venta (POS), genera

mejoras significativas en el control financiero, la trazabilidad de la información y la calidad del servicio al cliente,

constituyéndose en un habilitador clave del crecimiento sostenible.

Palabras clave: sostenibilidad; digitalización; retail; tiendas de conveniencia; competitividad.

Transformação digital sustentável: superação de barreiras organizacionais e construção de soluções

estratégicas em lojas de conveniência do varejo

Resumo:

135

Objetivo: Analisar a viabilidade de projetar estratégias de sustentabilidade e processos de digitalização como

estratégias voltadas ao fortalecimento da competitividade em uma loja de conveniência, tomando como estudo de caso

o Plaza Pinar Center (Colômbia). Metodologia: Adota-se uma abordagem descritivo-analítica, fundamentada em um

referencial conceitual que integra modelos como o Triple Bottom Line, a criação de valor compartilhado e a economia

ecológica. Além disso, são incorporadas as tendências globais de digitalização no setor varejista como eixo de análise.

A viabilidade do projeto é examinada sob as dimensões técnica, econômica, operacional e ambiental, utilizando dados

análogos do setor na Colômbia e estimativas referenciais em dólares norte-americanos. Adicionalmente, é elaborado

um plano estratégico de competitividade que integra a definição da filosofia organizacional e o desenvolvimento de um

diagnóstico estratégico por meio das matrizes FO, DO, FA e DA. Resultados: Os resultados evidenciam que a

integração de estratégias de sustentabilidade e ferramentas de digitalização é financeiramente viável e

estrategicamente pertinente. Essas iniciativas contribuem para melhorar a eficiência operacional, otimizar a gestão de

recursos, fortalecer a experiência do cliente e elevar o desempenho competitivo de lojas de conveniência de pequeno

porte. Conclusões: As abordagens do Triple Bottom Line, da criação de valor compartilhado e da economia ecológica

demonstram elevada aplicabilidade em contextos empresariais de pequeno porte, o que questiona a noção de que a

sustentabilidade é exclusiva das grandes corporações. Pelo contrário, consolida-se como uma fonte concreta de

diferenciação competitiva e eficiência operacional. Paralelamente, a análise confirma que a digitalização no varejo,

especialmente por meio de sistemas de ponto de venda (POS), gera melhorias significativas no controle financeiro, na

rastreabilidade das informações e na qualidade do atendimento ao cliente, constituindo-se em um importante facilitador

do crescimento sustentável.

Palavras-chave: sustentabilidade; digitalização; varejo; lojas de conveniência; competitividade.

Sustainable Digital Transformation: Overcoming Organizational Barriers and Building Strategic Solutions in Convenience Stores

Víctor Alfonso Motato Leal-Brian Ronaldo Leal Gelves-Luis Alfredo Jiménez Rodríguez-Blanca Liliana Velásquez-Carrascal

136

1. INTRODUCTIÓN

Over the past two decades, the global business

environment has undergone profound transformations

driven by the rapid evolution of digital technologies,

which have fundamentally reshaped the parameters of

competitiveness and redefined value creation

processes. Technologies such as artificial intelligence

(AI), big data analytics, cloud computing, blockchain,

and the Internet of Things (IoT) are no longer merely

supporting tools for improving operational efficiency;

rather, they have become central strategic enablers

that determine organizations’ ability to innovate, adapt

quickly to market changes, and achieve sustainable

growth (Jun Cui, 2025; Kraus et al., 2021).

The true value of digital transformation,

however, lies not solely in the adoption of these

technologies, but in strategically aligning them with

long-term organizational objectives and integrating

them into priorities (Chatterjee et al., 2023; Dubbey et

al., 2025). Recent surveys of executives underscore

that digital transformation has become a fundamental

strategic imperative for leading companies worldwide.

Deloitte (2024) reports that 85% of global CEOs

significantly accelerated their organizations’

transformation efforts after 2020, while PwC’s Global

Digital Procurement Survey (2024) shows that more

than half of procurement leaders now include digital

transformation as a strategic priority. These changes

highlight the growing recognition that digital

transformation is not just about improving financial

performance, but also about increasing transparency,

enhancing risk management, and supporting

environmental and social initiatives. Building on this

momentum, many organizations are incorporating

sustainability metrics into their digital transformation

roadmaps to ensure that technological advancements

are closely aligned with environmental goals and

stakeholder expectations (Fujitsu, 2024).

In this context, convenience stores at gas

stations are no longer mere add-ons to fueling stations.

Today, they serve as a central pillar of profitability and

customer acquisition, with evidence showing that

approximately two-thirds of those who enter these

stores do not come solely for gasoline, but for a direct

shopping experience (Surtidores Latam, 2025). This

implies that the business model must be reinvented,

integrating its own identity, value proposition, and

autonomous profitability (Surtidores Latam, 2025).

Furthermore, technological transformation and

the shift toward sustainable models are booming

trends. The Boston Consulting Group (2022) notes that

the fuel sector must move away from a traditional

approach to become centers of mobility and social

experience, incorporating digitalization and sustainable

options in response to the transition to electric vehicles.

It also argues that strengthening the convenience store

is an essential part of ensuring the model’s future

economic viability. The goal is to reinvent gas stations,

turning them into hubs for mobility and integration—a

shift that will transform the fuel sector and ensure its

long-term sustainable success.

In Colombia, the transformation of gas stations

into broader service models is gradual. Currently, many

have evolved into comprehensive service centers,

incorporating convenience stores, gourmet products,

charging stations, and logistics services, with the aim

of building customer loyalty through a more complete

shopping experience (Gasolutions, n.d.). Stations have

become comprehensive service centers, adapting to

the changing needs of consumers and seeking to build

customer loyalty through a diversified offering.

Accordingly, convenience stores at gas stations

have evolved from simple fueling annexes into strategic

spaces for profitability, customer loyalty, and

differentiated shopping experiences. Therefore, this

study is significant in analyzing how these

transformations directly impact the business model and

the need to design strategies that ensure sustainable

growth. The energy transition and new eco-

environmental technologies are forcing a rethinking of

the value proposition at gas stations. Thus, the

convenience store becomes the core of economic

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viability, where innovation, quality, and differentiation

set the standard for ensuring market sustainability.

Researching competitiveness strategies for the

convenience store is of great importance, as it aims to

strengthen a business model that, while enjoying a

strategic location and a growing potential customer

base, faces limitations in consolidating its presence in

a highly volatile and rapidly innovating market. The goal

is to solve specific problems affecting the convenience

store’s performance, such as a lack of differentiation

from competitors, the absence of a structured strategic

plan, and a shortage of innovation and sustainability

tools to strengthen its market position. Likewise, the

design of competitiveness strategies seeks to

overcome these difficulties and create a roadmap that

increases customer loyalty, optimizes management

processes, and consolidates competitive advantages

in the local and regional markets. Furthermore, the

implementation of sustainable practices will contribute

to the well-being of the surrounding community by

promoting responsible consumption and greater

environmental awareness.

2. LITERATURE REVIEW

Digital transformation has profoundly reshaped

the way organizations operate and compete, creating

unprecedented opportunities for efficiency, innovation,

long-term sustainability, and resilience. Despite its

transformative potential, the literature still lacks a

comprehensive view of how organizations strategically

integrate digital transformation with environmental,

social, and governance (ESG) objectives to promote

sustainability (Liu and Jung, 2024). While much of the

existing research examines digital transformation from

technological or operational perspectives, little

attention has been paid to the mechanisms through

which companies align digital initiatives with ESG-

driven value creation and long-term social impact

(Jamarani et al., 2024). This gap highlights the need for

structured approaches that link technological

innovation with environmental and social objectives,

ensuring that digital transformation generates value

beyond operational efficiency.

Emerging research converges on a three-tiered

pathway for sustainable digital transformation,

combining technological alignment and robust data

governance (Pizzi, 2024), deep stakeholder

engagement (Martínez-Peláez et al., 2023) and

compliance-by-design with evolving disclosure regimes

(Liu et al., 2025), offering a practical roadmap for

scaling ESG-oriented digital initiatives. Empirical

evidence from companies such as Google, Tesla, and

Unilever demonstrates that the adoption of AI-driven

sustainability analytics and blockchain-based supply

chain monitoring can improve ESG performance.

However, these integrated models remain under-

explored in peer-reviewed research (Shan & Ying,

2023).

To address this gap, this section proposes an

integrated analytical framework that examines the

convergence of digital capabilities, ESG priorities, and

regulatory factors in the generation of strategic value.

This framework constitutes the theoretical basis for

empirical analyses, such as theories of digital

transformation and organizational capabilities,

sustainable digital transformation, organizational

barriers to digital transformation, sustainability in

convenience retail, digitalization in retail, and value

creation; using this literature, the review should be

expanded to two or three pages to strengthen the

analysis. For small and medium-sized enterprises

(SMEs), organizational barriers—such as budget

constraints, resistance to cultural change, and low

digital maturity—take on much greater relevance and

require more context-specific approaches (Melo et al.,

2023). Theories of organizational capabilities and

sustainable digital transformation emphasize that

success depends not only on technology but also on

the organization’s ability to reconfigure its internal

resources and processes (see, for example, reviews on

organizational barriers to digital transformation).

However, few studies examine how SMEs in the retail

sector can overcome these barriers to build viable

solutions that integrate sustainability and digitization as

pillars of competitiveness.

Sustainable Digital Transformation: Overcoming Organizational Barriers and Building Strategic Solutions in Convenience Stores

Víctor Alfonso Motato Leal-Brian Ronaldo Leal Gelves-Luis Alfredo Jiménez Rodríguez-Blanca Liliana Velásquez-Carrascal

138

Despite significant progress in the literature on

digital transformation and sustainability, relevant gaps

persist that limit a comprehensive understanding of

how organizations— especially smaller ones—can

strategically and viably align both agendas in specific

contexts.

First, there is a lack of deep integration between

digitalization and sustainability. Although numerous

studies highlight the potential of technologies such as

artificial intelligence, blockchain, and big data to

improve environmental, social, and governance (ESG)

performance, most adopt fragmented approaches.

Analyses focused on operational efficiency or isolated

technological innovation predominate, without

sufficiently exploring the organizational and cultural

mechanisms that enable a genuine convergence

between digital capabilities and ESG objectives (Liu &

Jung, 2024). As Pizzi (2024) notes, the digitization of

sustainability reporting processes can improve the

quality and transparency of information; however, there

is still a lack of evidence on how these tools translate

into a holistic transformation that generates shared

value beyond mere regulatory compliance.

Furthermore, there is a notable shortage of

studies focused on small businesses. Most research

concentrates on large multinational corporations, such

as Google, Tesla, or Unilever, where financial,

technical, and human resources facilitate the adoption

of advanced solutions (Shan & Ying, 2023; Chen,

2024). In small and medium-sized enterprises (SMEs),

organizational barriers—such as budget constraints,

resistance to cultural change, and low digital maturity—

take on much greater significance and require more

context-specific approaches (Melo et al., 2023).

Theories of organizational capabilities and sustainable

digital transformation emphasize that success depends

not only on technology but also on the organization’s

ability to reconfigure its internal resources and

processes. However, fewstudies examine how SMEs

in the retail sector can overcome these barriers to build

viable solutions that integrate sustainability and

digitalization as pillars of competitiveness.

Finally, there is limited empirical evidence in

Latin American contexts. Most studies come from

developed economies or large Asian markets, where

regulatory, infrastructural, and cultural conditions differ

substantially from the reality in Latin America (Cathles

et al., 2022; OECD, 2026). In countries such as

Colombia, convenience retail SMEs face particular

challenges: uneven digital infrastructure, evolving

regulatory pressures (especially regarding

environmental issues and ESG reporting), and a strong

reliance on traditional business models. Although the

literature on retail digitization and value creation

recognizes the potential of tools such as supply chain

monitoring and data analysis to improve the customer

experience and reduce environmental impacts (Diaz,

2022), there is a scarcity of analyses addressing how

these initiatives adapt to environments characterized

by high levels of informality, limited resources, and

local consumption dynamics.

In this regard, this study contributes to the field

by analyzing how a small-scale organization—

specifically in the convenience retail sector within a

Latin American context—can integrate sustainability

and digitalization as strategies for competitiveness. By

examining digital capabilities, ESG priorities, and

organizational barriers in an integrated manner, the

study seeks not only to identify alignment mechanisms

but also to propose practical and realistic pathways to

overcome common obstacles. In this way, the work

enriches theories of sustainable digital transformation

and organizational capabilities, offering contextualized

evidence that can serve as a basis for future research

and for the design of policies to support SMEs in the

region. This approach helps to bridge, albeit partially,

the identified gaps by moving from a general overview

of technological opportunities to a more granular

understanding of implementation processes in real-

world, resource-constrained environments.

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3. METHODOLOGY

The research is conducted using a mixed-

methods approach, integrating qualitative and

quantitative elements to obtain a comprehensive view

of the current state and growth opportunities of the

Plaza Pinar Center convenience store, located in Villa

del Rosario, Norte de Santander. The qualitative

component will provide an understanding of customers’

perceptions, management practices, and expectations,

while the quantitative component will provide

measurable data to support strategic decision-making.

The research is descriptive and propositional in nature.

It is descriptive because it seeks to characterize the

current management conditions, product offerings, and

the store’s positioning relative to local and regional

competition; and it is propositional because, based on

the findings, competitiveness strategies will be

designed to achieve sustainable growth. The

techniques and instruments for data collection include

semi-structured interviews with the manager and store

staff to understand internal management, direct

observation of operational processes and the

perception of strengths and weaknesses; and direct

observation at the point of sale to analyze customer

flow, product layout, and service conditions.

For the analysis of the information, strategic

tools such as the PCI matrix (Internal Capacity Profile),

the POAM (Environmental Opportunities and Threats

Profile), and the SWOT (Strengths, Weaknesses,

Opportunities, and Threats) analysis will be used,

which will allowfor the consolidation of a

comprehensive diagnosis of the store and guide the

formulation of competitiveness strategies. Additionally,

a technical and economic feasibility analysis will be

conducted to evaluate the implementation of

sustainability and digitalization practices.

As for the research process, it will be carried out

in three phases:

1. Strategic Diagnosis:

characterization of the internal and external conditions

of Plaza Pinar Center using analysis matrices and the

collection of primary and secondary data.

2. Information analysis: a critical

review, based on the literature, of the main findings in

the strategic diagnosis matrices, focusing on

sustainability, digitalization, service innovation, and

differentiation from the competition.

3. Strategy development: structuring

a set of strategies tailored to the target store to ensure

sustainable growth and competitiveness.

The selection criteria will focus on customers

representing different consumption profiles (frequent,

occasional, and potential) and on the participation of

the store’s administrative and operational team. The

population consists of users from the ring road area

who frequent the Plaza Pinar Center store, while the

sample will be selected non-probabilistically for

convenience, prioritizing a representative number of

customers to obtain reliable information for the

analysis. In this way, the methodology ensures the

collection and systematic analysis of sufficient and

relevant information to answer the questions arising

from the problem formulation, meet the specific

objectives, and design a strategic competitiveness plan

that enables Plaza Pinar Center to achieve sustainable

growth.

4. RESULTS

Strategic Diagnosis of Plaza Pinar Center

Introduction to the Strategic Diagnosis

The strategic diagnosis constitutes the

fundamental basis for understanding an organization’s

current situation and guiding the formulation of

competitive strategies that enable its sustainable

growth. Various authors argue that strategic analysis

constitutes the initial phase of the planning process, as

it enables the identification of internal capabilities,

environmental conditions, and critical success factors

that determine a company’s competitiveness (David &

David, 2022; Wheelen et al., 2018).

Sustainable Digital Transformation: Overcoming Organizational Barriers and Building Strategic Solutions in Convenience Stores

Víctor Alfonso Motato Leal-Brian Ronaldo Leal Gelves-Luis Alfredo Jiménez Rodríguez-Blanca Liliana Velásquez-Carrascal

140

Plaza Pinar Center, located in Villa del Rosario

(Norte de Santander), operates in a volatile and erratic

environment where factors such as the diversification

of services at gas stations, the digitization of retail, and

the emergence of consumers seeking more agile,

comprehensive, and convenient shopping experiences

converge. Therefore, conducting a comprehensive

strategic diagnosis becomes an indispensable

requirement for guiding decisions, designing

differentiation strategies, and enhancing its long-term

economic and operational sustainability. This chapter

develops the strategic diagnosis of Plaza Pinar Center

using three widely accepted tools in management

literature: the PCI Matrix (Internal Capability Profile),

the POAM Matrix (Profile of Opportunities and Threats

in the Environment), and the SWOT Matrix. The

analysis is constructed by integrating conceptual

information, current studies of the convenience retail

sector, and theoretical guidelines that support the

diagnostic process.

Internal Diagnosis: PCI Matrix (Internal

Capacity Profile)

The PCI Matrix is a tool that allows for the

evaluation of internal strengths and weaknesses by

assessing key factors related to management,

processes, resources, product offerings, and

organizational positioning (Carreño & Quiroga, 2021).

Its purpose is to identify those elements that provide a

competitive advantage and those that limit the

organization’s performance.

External Diagnosis: PIC Matrix INTERNAL

CAPABILITY

COMPONENT: Leadership Capacity

Capacity

Strength

Impact

Weakness

Impact

Existence of a

formalized strategic

plan

✔

High

Level of strategic

goal achievement

✔

Medium

Average decision-

making time

✔

High

Clarity in mission,

vision, and values

✔

Medium

Author development

COMPONENT: Administrative and Organizational

Capacity

Strength

Impact

Weakness

Impact

Defined

organizational

structure

✔

Medium

Inventory control

✔

High

Daily operational

management

✔

High

Process

standardization

✔

High

Author's construction

COMPONENT: Financial Capacity

Capacity

Strength

Impact

Weakness

Impact

Operating cash flow

✔

Medium

Access to financing

✔

High

Cost control

✔

Medium

Investment capacity

✔

High

Author's construction

COMPONENT: Sales and Marketing Capability

Capacity

Strength

Impact

Weakness

Impact

Strategic location

(high traffic)

✔

High

Customer relations

✔

Medium

Marketing

strategies

✔

High

Service

differentiation

✔

High

Author's construction

COMPONENT: Technological Capacity

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Capacity

Strength

Impact

Weakness

Impact

Use of billing

systems

✔

Medium

Process digitization

✔

High

Use of loyalty tools

✔

Medium

Technology

integration

✔

High

Author's construction

COMPONENT: Human Resources

Capacity

Strength

Impact

Weakness

Impact

Customer service

✔

High

Staff experience

✔

Average

Ongoing training

✔

Medium

Staff turnover

✔

Medium

Author's construction

Operational capabilities and internal management

Convenience stores are characterized by three

essential elements: their need for operational

efficiency, agile logistics, and inventory management

with high turnover (Levy et al., 2022). At first glance, at

Plaza Pinar Center, internal management shows

opportunities for improvement in areas such as process

standardization. For example, the literature

emphasizes that efficiency in convenience stores

depends on reducing service times , optimizing the

layout, and implementing operational protocols

(Grewal et al., 2021). In addition to inventory

management. An outdated or poorly segmented

inventory can limit customer satisfaction and purchase

frequency. Furthermore, it is worth noting the impact of

staff capabilities. Employee training and motivation are

directly related to the customer experience and service

quality, which are critical elements in retail (Barros et

al., 2020).

Authors such as Burt and Sparks (2020) note

that consumers seek immediacy, availability, and

products complementary to their mobility (snacks,

beverages, personal care products, after-sales

services). Plaza Pinar Center has strengths such as a

basic variety of high-turnover products (fast-food

outlets, big-box stores like Ara, beverage section), and

a strategic location in a regional transit area. However,

weaknesses have been identified, such as a lack of

segmentation of the offering toward specific audiences,

the absence of differentiating products (gourmet,

vegetarian, healthy, eco-friendly), and limitations in

visual merchandising and display strategies.

In contemporary retail, digitalization has

established itself as an essential component for

improving operational efficiency, inventory traceability,

customer interaction, and payment processes

(Deloitte, 2023). Beyond being a mere technical tool,

technology acts as a key catalyst for competitiveness,

allowing organizations to respond with greater agility to

the demands of an increasingly dynamic and

demanding market. The Plaza Pinar Center store,the

subject of this study, possesses certain strengths in its

physical infrastructure that constitute a solid foundation

for future digital developments. It features a functional

and well-distributed space, a complex that facilitates

customer flow and optimizes product display across its

various stores. Furthermore, the high-quality lighting

and overall visibility of the retail space contribute to

creating a pleasant and attractive shopping

experience—aspects that remain highly valued in

convenience retail.

However, these strengths contrast with

significant technological weaknesses that significantly

limit the organization’s competitive potential. The main

limitation lies in the lack of integrated information

systems, which prevents unified, real-time

management of inventory, sales, and finances. This

fragmentation hinders informed decision-making and

leads to recurring operational inefficiencies. Added to

this is the absence of basic sales analytics tools, which

deprives management of valuable insights into

consumption patterns, product turnover, and customer

behavior. Finally, the lack of modern digital payment

options and loyalty and after-sales systems represents

a notable gap compared to current consumer

expectations, especially among younger generations

Sustainable Digital Transformation: Overcoming Organizational Barriers and Building Strategic Solutions in Convenience Stores

Víctor Alfonso Motato Leal-Brian Ronaldo Leal Gelves-Luis Alfredo Jiménez Rodríguez-Blanca Liliana Velásquez-Carrascal

142

who prioritize convenience and personalization in their

shopping experiences.

A convenience store’s positioning depends on

consumer perceptions regarding accessibility, trust,

quality, and shopping experience (Kotler & Keller,

2021). Plaza Pinar Center has an advantage due to its

prime location, but the store has not yet established a

solid positioning in the consumer’s mind, which

constitutes a competitive weakness.

External Diagnosis: POAM Matrix

The POAM Matrix evaluates opportunities and

threats arising from the competitive, economic,

technological, social, and environmental environments.

This analysis is based on contemporary models such

as PESTEL and recent studies of the retail sector

associated with gas stations.

MARKET COMPONENT (Convenience Retail)

External Factor

Opportunities

Impact

Threats

Impact

Growth in “on-the-

go” consumption

✔

High

Higher

expectations for

speed and

experience

✔

High

✔

High

Trend toward

healthy products

✔

Medium

Preference for eco-

friendly products

✔

Medium

Service

customization

✔

Moderate

Saturation of the

local retail market

✔

High

COMPETITIVE COMPONENT

External factor

Opportunities

Impact

Threats

Impact

Expansion of chains

such as Éxito

Express, Oxxo, and

Ara

✔

High

External factor

Opportunities

Impact

Threats

Impact

Positioning of well-

known brands

✔

High

Differentiation

through service and

experience

✔

High

Growth of stores at

gas stations

✔

High

Penetration of

delivery platforms

✔

Medium

ECONOMIC COMPONENT

External factor

Opportunities

Impact

Threats

Impact

High traffic volume

(border area)

✔

High

Increase in

occasional

consumption

✔

Medium

Instability in

purchasing power

✔

High

Variability in

demand

✔

High

Cross-border

economic

dynamics

✔

Medium

✔

Medium

SOCIO-CULTURAL COMPONENT

External factor

Opportunities

Impact

Threats

Impact

High presence of

transient consumers

✔

High

Changes in

consumption habits

(speed)

✔

High

Preference for

shopping experiences

✔

Medium

✔

Medium

Price sensitivity

✔

High

TECHNOLOGICAL COMPONENT

External factor

Opportunities

Impact

Threats

Impact

Digitization of sales

processes

✔

High

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Use of digital loyalty

tools

✔

Medium

Technology-logistics

integration

✔

Medium

Technological lag

compared to large

chains

✔

High

ENVIRONMENTAL COMPONENT AND

SUSTAINABILITY

External factor

Opportunities

Impact

Threats

Impact

Implementation of

sustainable practices

✔

Medium

Introduction of organic

products

✔

Medium

Stricter environmental

regulations

✔

Top

External factor

Opportunities

Impact

Threats

Impact

Energy transition

(reduced fuel use)

✔

High

Author construction

POAM matrix analysis.

The convenience store industry is undergoing

rapid changes driven by digitalization, demand for

differentiated experiences, and the rise of on-the-go

consumption (PwC, 2023). Among the most significant

trends are the growth of the “impulse shopping”

channel associated with mobility, higher consumer

expectations regarding speed and experience, and the

rise of healthy and eco-friendly products. This is

coupled with synergies between technology, logistics,

and personalization. According to the matrix, these

trends represent opportunities for Plaza Pinar Center,

as they can be progressively integrated through

innovation and strategic segmentation.

Another issue is competition, which is growing in

the sector due to the emergence of mini-markets within

gas stations, the expansion of chains such as Éxito

Express, Oxxo, and Tiendas Ara, and greater

penetration of delivery platforms. According to

NielsenIQ (2023), competition in neighborhood retail

has increased the pressure on small- r stores, which

must differentiate themselves through service, product

assortment, and convenience. For Plaza Pinar Center,

this phenomenon poses a direct threat, as competitors

have greater logistical capacity, brand recognition, and

established marketing strategies. Additionally, there is

the social and territorial factor. The municipality of Villa

del Rosario and its surrounding areas present relevant

characteristics, such as constant vehicular traffic due

to its status as a border zone, instability in purchasing

power caused by macroeconomic fluctuations, and a

high presence of transient consumers. These factors

represent both opportunities (greater potential

customer flow) and threats (variability in demand).

Therefore, the transition toward corporate

sustainability is a global trend that directly affects gas

stations (International Energy Agency, 2023).

Integrating sustainable practices and digital tools can

become a differentiator. Clear opportunities include the

introduction of green products, the implementation of

energy-efficient systems, and the digitization of

processes. Conversely, threats include the accelerated

energy transition that reduces dependence on fuel and

stricter environmental regulatory requirements.

SWOT Matrix: Strategic Synthesis

By integrating internal and external assessments,

the SWOT Matrix helps identify strategic relationships

to guide the development of a competitiveness plan.

Strengths (S)

Strategic location along a major transportation

corridor. Constant traffic of potential customers.

Adequate physical space for retail. Key connection

point between the city and its outskirts.

Weaknesses (W)

Lack of marketing and customer loyalty

strategies. Lack of digitized processes and systems.

Suboptimal inventory management. Weak positioning

in the local market.

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Opportunities (O)

Retail digitization. Trend toward healthy and

sustainable products. Growth in convenience

consumption. Synergies with regional mobility and

transit.

Threats (T)

Extensive and established competition. Regional

economic fluctuations. Energy transition transforming

the station’s role.

Strategic Approach

FO: Leverage the strategic location to introduce

differentiated products and digital services.

DO: Reduce weaknesses through technology

adoption and product assortment redesign.

FA: Strengthen the customer experience to

address growing competition.

DA: Mitigate weaknesses through sustainable

practices and greater service personalization.

5. CONCLUSIONS

The overall objective of this study was to

analyze the feasibility of designing sustainability and

digitalization practices as competitiveness strategies

for Plaza Pinar Center, a convenience store located in

Colombia. Based on the theoretical framework,

contextual analysis, and strategic formulation, it is

concluded that this objective is satisfactorily met,

demonstrating that both dimensions are not only

feasible but strategically necessary for the business’s

sustainability in the medium and long term.

Upon analyzing the conceptual framework and

global trends in sustainability as applied to

convenience retail, it is concluded that this type of

establishment faces growing pressure to adopt

responsible management models.

Approaches such as the Triple Bottom Line,

shared value creation, and the green economy are fully

applicable to small-scale stores, demonstrating that

sustainability is not exclusive to large chains but rather

a real source of competitive differentiation and

operational efficiency. When evaluating the impact of

digitalization on retail, the analysis shows that tools

such as POS systems, digital inventory management,

basic sales analytics, and digital payments generate

significant improvements in operational efficiency,

financial control, and the customer experience.

Digitalization is therefore a key enabler for data-driven

decision-making, even in contexts with limited

resources.

Regarding the analysis of technical, economic,

operational, and environmental feasibility for Plaza

Pinar Center, it is concluded that the project is viable

under an incremental approach. Although detailed

primary financial information is not available, the use of

comparable data from the retail sector in Colombia

allows for the estimation of reasonable investments in

U.S. dollars, consistent with the scale of the business.

Technical and operational feasibility is reinforced by the

availability of accessible technological solutions and

the adaptability of staff, while environmental feasibility

is supported by low-cost, high-impact practices, such

as energy efficiency and responsible waste

management. Finally, with the aim of designing a

strategic competitiveness plan, it is concluded that the

formulation of FO, DO, FA, and DA strategies is

essential. This plan allows for aligning sustainability

and digitalization with the business’s commercial

objectives, strengthening its competitive positioning in

the face of an increasingly dynamic and demanding

environment.

Thus, this study demonstrates that the strategic

integration of sustainability and digitalization

constitutes a viable and relevant alternative for

strengthening the competitiveness of convenience

stores such as Plaza Pinar Center, contributing to both

economic andperformance as well as social and

environmental commitment, and generating value for

customers, employees, and the community at large.

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The strategic diagnosis shows that Plaza Pinar

Center is at a turning point in consolidating its

competitive position. Its strengths and opportunities are

significant, particularly due to its strategic location on

the ring road connecting Cúcuta to the outskirts and the

growth of the convenience market. However, the store

faces substantial weaknesses related to internal

processes, digitalization, product assortment, and

positioning. The findings reaffirm the need to design

strategies that integrate innovation, sustainability,

technology, and customer experience. This

assessment serves as the fundamental basis for the

following chapters, where the feasibility of sustainable

practices will be evaluated and strategies aimed at

sustainable growth will be formulated.

6. DISCUSSION

Sustainability, as a fundamental concept in

modern business management, seeks to ensure a

balance among economic, social, and environmental

dimensions, so that current development does not

compromise the ability of future generations to meet

their needs (UN, 1987, as cited in Trejo & Ferrer, 2025).

In the business context, sustainability goes beyond

simply reducing environmental impact to incorporate

comprehensive management that also considers social

well-being and financial sustainability (Wikipedia,

2025). This systemic view recognizes that productive

activities are interrelated with the social and natural

environment and, therefore, must respond with

strategies that integrate these dimensions in a coherent

and sustainable manner.

In the retail sector, this definition takes on

particular importance due to the strategic role that

convenience stores play as intermediaries between

suppliers and consumers. Sustainable retail involves

not only isolated environmental mitigation actions but

also structured processes of innovation and

management that address sustainability in a cross-

cutting manner (Ruiz-Real et al., 2019). According to

research on sustainability in retail, retailers are

uniquely positioned to reduce, reuse, and recycle

materials, while promoting socially responsible

practices throughout their value chains (Journal of

Retailing, 2021).

Likewise, globally, sustainability has

established itself as a key strategic trend for the retail

sector. The current market shows growing pressure

from conscious consumers who value and demand

eco-friendly and socially responsible alternatives in

their shopping experience (MobilityPlaza, 2023).

In fact, recent studies indicate that a significant

proportion of consumers prefer to purchase products in

stores that offer a wide range of sustainable options,

which constitutes a significant competitive advantage

for retailers that integrate sustainable practices

(MobilityPlaza, 2023).

In this regard, reports from the retail sector

indicate that sustainability is no longer a mere

marketing initiative, but a real requirement driven by the

preferences of younger generations and the

expectations of the global market (Deloitte, 2025 as

cited in Retailers.mx, 2025). According to these

analyses, a majority of business leaders have

increased their investments in sustainability, focusing

on strategies that include the circular economy, waste

reduction, energy efficiency, and the incorporation of

clean technologies. These actions not only mitigate

environmental impact but also contribute to the

resilience and competitive appeal of convenience

stores in an increasingly demanding environment

(Retailers.mx, 2025).

The most relevant conceptual models for

integrating sustainability into convenience stores

include:

Triple Bottom Line (TBL):

Developed by John Elkington, this model

proposes that organizations manage their performance

across three simultaneous dimensions: economic,

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social, and environmental. Adopting the TBL allows

companies to generate sustainable value—beyond

financial profitability—by incorporating social and

environmental responsibility criteria into their corporate

strategy (Studocu, 2025; Wikipedia, 2025). In retail,

implementing the TBL facilitates the alignment of

business objectives with expectations of responsible

consumption, strengthening the store’s competitive

positioning in active markets. (Trejo & Ferrer, 2025;

Studocu, 2025).

Creating shared value:

Porter and Kramer (2011) propose that

companies can generate positive economic impacts

while addressing social and environmental needs

through strategies designed to create shared value.

This approach goes beyond traditional Corporate

Social Responsibility (CSR) by integrating

sustainability into the core of the business model itself,

encouraging innovations in products, services, and

operations that benefit both the company and its

stakeholders (Aguilar, 2025).

Ecological economics:

Although it is not a single model, the ecological

economy emphasizes the importance of operating

within planetary boundaries and managing natural

resources in a way that sustains biodiversity and long-

term productivity. This approach promotes practices

such as energy efficiency, waste reduction, the

adoption of clean energy, and the promotion of local

products or those with a smaller ecological footprint—

all strategies that can be adapted to convenience

stores to enhance their sustainability profile.

In this regard, digitalization has established

itself as one of the main drivers of transformation in the

retail sector, especially in convenience stores, where

speed, operational efficiency, and the customer

experience are critical factors for competitiveness. In

the context of gas stations and retail, Deloitte (2023)

notes that the adoption of digital technologies not only

optimizes internal processes but also strengthens the

relationship with the consumer and enables better

data-driven decision-making.

Furthermore, the impact of technology on retail

manifests itself across multiple dimensions:

operational, commercial, and strategic. According to

McKinsey & Company (2022), digitalization enables

retailers to improve operational efficiency by up to 30%

through process automation, the reduction of human

error, and real-time analysis of consumer behavior. In

the specific case of convenience stores, these

advantages are particularly relevant due to high

product turnover, the volume of daily transactions, and

the need for quick service.

As a result, digital transformation has changed

consumer expectations, with shoppers now demanding

faster, safer, and more personalized shopping

experiences. NielsenIQ (2023) notes that customers

increasingly value the integration of technological

solutions that streamline payment, ensure product

availability, and enhance brand interaction—even in

quick-purchase or on-the-go shopping formats. In this

sense, digitization is no longer an option but has

become a basic competitive requirement. For

convenience stores like Plaza Pinar Center, the

technological impact translates into the ability to

improve point-of-sale management, optimize inventory,

reduce operating costs, and strengthen customer

loyalty— factors that directly impact the business’s

economic sustainability.

Accordingly, Point of Sale (POS) systems form

the technological foundation of modern retail. Beyond

simply recording transactions, today’s POS systems

allow for the integration of information on sales,

inventory, margins, and customer behavior, facilitating

more efficient and strategic business management

(PwC, 2023). In convenience stores, where product

turnover is high and the margin per unit is typically low,

having an efficient POS system is key to ensuring

profitability. Digital inventory management, supported

by integrated POS systems, allows for real-time

monitoring of stock levels, reduces stockouts, and

minimizes losses due to expiration or overstocking.

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According to Deloitte (2023), the implementation of

digital inventory systems can reduce costs associated

with poor stock management by up to 20%. This is

particularly relevant for high-turnover products such as

beverages, snacks, and prepared foods, which are

typical in convenience stores.

Furthermore, basic data analytics has become

an accessible tool even for small and medium-sized

businesses. The analysis of simple data—such as peak

sales times, most-demanded products, and average

ticket size—enables informed decisions regarding

product assortment, pricing, and promotions (Kotler &

Keller, 2021). In this regard, digitalization enables

evidence-based management, moving beyond intuition

as the sole decision-making criterion.Finally, digital

loyalty programs represent a key strategy for

strengthening customer relationships and increasing

purchase frequency. According to PwC (2023),

consumers who participate in well-designed loyalty

programs tend to spend more and maintain a longer-

lasting relationship with the brand. In convenience

stores, these programs can be implemented through

simple systems such as point accumulation,

personalized discounts, or rewards for repeat

purchases, supported by low-cost digital tools.

Additionally, the adoption of digital payments—such as

e-wallets, QR codes, and contactless payments—

reflects a global trend driven by the pursuit of speed,

security, and hygiene in transactions (GSMA, 2022). In

Latin America, the growth of digital payments has

accelerated, and their adoption in local retail ( ) is

associated with an improved customer experience and

reduced service times (Inter-American Development

Bank [IDB], 2022).

In the case of Plaza Pinar Center, the

implementation of digital payments and loyalty

programs would not only help modernize the shopping

experience but would also allow for the collection of

valuable information on customer consumption habits,

strengthening the competitiveness and sustainability of

the business in an increasingly digitized environment.

Critical Discussion.

While the combination of digitalization and

sustainability offers significant potential to improve the

competitiveness of convenience stores, it is not an

automatic or universally valid equation. The literature

warns that many initiatives fail when adopted under a

technocentric approach—that is, one focused

exclusively on incorporating digital tools or “green”

practices without considering organizational maturity,

available resources, or the local socioeconomic context

(Melo et al., 2023; Rupeika-Apoga & Petrovska, 2022).

In the case of small businesses like Plaza Pinar

Center, the barriers are particularly pronounced.

Among the most common are capital constraints,

cultural resistance to change, gaps in staff digital skills,

and uneven technological infrastructure, especially in

Colombia’s intermediate regions where connectivity

and access to affordable solutions still pose challenges

(Portocarrero-Sierra, 2025; OECD, 2021). Studies on

SMEs in Latin America highlight that these constraints

not only slow adoption but can create a vicious cycle:

the lack of financial resources limits investment in

technology, which in turn reduces the ability to

generate data and efficiencies that could justify new

investments (Gonzalez-Tamayo et al., 2023; CAF,

2023).

Additionally, some sustainability practices may

entail short-term additional costs that put pressure on

the profitability of businesses with narrow margins,

such as those typical of convenience retail. The

implementation of LED lighting, biodegradable

packaging, or waste management systems, while

generating savings in the medium and long term,

requires an initial investment and an adaptation period

that not all micro and small businesses can absorb

without affecting their operating liquidity (Zaman, 2025;

Shields, 2024). This tension between immediate costs

and deferred benefits explains why many SMEs

perceive sustainability more as a regulatory or image

burden than as a true strategic opportunity.

Therefore, true competitiveness does not arise

simply from “adding” sustainable technologies and

practices, but from designing a strategic, gradual

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integration that is deeply tailored to the organization’s

actual capabilities. In Latin American contexts, this

integration must prioritize low-cost solutions, ongoing

team training, and the building of localpartnerships with

suppliers, universities, or government support

agencies (Vrontis et al., 2022; Portocarrero-Sierra,

2025). Otherwise, there is a risk that the digital and

environmental gap will widen rather than close, leaving

small businesses at a disadvantage compared to larger

or better-positioned competitors. For the convergence

of digitalization and sustainability to generate real value

in contexts such as Colombia’s, it is essential to adopt

a holistic approach that combines strategic vision with

a realistic understanding of internal and external

constraints. Only then will these initiatives cease to be

isolated projects and become genuine drivers of

resilience and sustainable competitiveness.

Design of Competitiveness Strategies for Plaza

Pinar Center.

According to David and David (2022), strategic

planning enables organizations to define a clear

direction, allocate resources efficiently, and respond

proactively to changing conditions in the competitive

environment. Therefore, this chapter proposes a

comprehensive strategic model that combines

innovation, sustainability, and digitalization as pillars of

competitiveness, supported by financial and

operational estimates based on comparable data from

the sector in Colombia and Latin America.

Strategy Formulation

Based on the SWOT matrix developed in the

previous chapter, FO, DO, FA, and DA strategies were

formulated to leverage strengths, capitalize on

opportunities, address weaknesses, and mitigate

threats.

SWOT (Strengths–Weaknesses–

Opportunities–Threats) Strategies: We propose

introducing a differentiated product assortment with a

focus on health and sustainability, leveraging the

center’s strategic location and high foot traffic. This

includes adding healthy products, premium snacks,

functional beverages, and eco-friendly options.

Additionally, we recommend implementing a cloud-

based POS system with basic analytics to optimize

sales, inventory, and product turnover. We expect an

increase in the average ticket size of between 8% and

12%, along with improved turnover of strategic

products.

SWOT Strategies To improve the current weak

market position, we propose implementing a basic

digital loyalty program based on point accumulation

and repeat-purchase promotions, supported by the

POS loyalty module. Additionally, efforts will be made

to optimize digital inventory control to reduce stockouts

and losses due to expiration. With these measures, an

increase in purchase frequency of between 10% and

15% is projected, along with a reduction in operating

losses of up to 20%.

SWOT (Strengths–Weaknesses) Strategies

The customer experience will be strengthened as a

competitive barrier against large chains by designing a

fast, clear, and reliable purchasing process. This

includes effective signage, immediate digital purchase

options, and vending machines. Additionally, digital

and contactless payments will be implemented via

terminals with QR codes to reduce checkout times and

increase convenience. A reduction in checkout time of

between 15% and 25% is anticipated, along with

increased preference from casual shoppers.

SWOT (Strengths–Weaknesses–

Opportunities–Threats) Strategies Environmental

sustainability practices will be gradually implemented to

mitigate structural weaknesses in the face of the

energy transition and growing market demands. Initial

actionsinclude switching to LED lighting, basic waste

management, and the development of an interim

recycling manual. At the same time, efforts will be

made to reduce operational and energy costs through

greater energy efficiency. These initiatives will reduce

energ s by 15% to 20%, in addition to improving the

center’s corporate image and environmental

legitimacy.

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According to Kaplan and Norton (2020), the

effectiveness of this strategic plan depends on clearly

defining indicators, responsible parties, timelines, and

resources, so that strategies do not remain merely

conceptual but are transformed into results-oriented

operational actions. In the case of Plaza Pinar Center,

the action plan is structured with a 12-month

implementation timeline, featuring progressive goals

that align with operational capacity and the incremental

nature of the project.

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