The integrity of safety
January 1, 2003 By LP Gas
Without integrity, any safety success is just a flash in the pan.
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Without integrity, any safety success is just a flash in the pan.
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To prepare for this article on pricing, I surveyed a region in the country — similar to the market most of you live in — that is healthy, both in terms of the retail market environment and the general economy. This multi-county region is comprised of the expected mix of retail propane marketers: 10 independently owned propane distributors, four multi-state marketers and two cooperatives.
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An important portion of the uniform commercial code (the “UCCâ€) hasundergone sweeping revisions and has been adopted with some variationsas law in virtually all states.
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The family business and the family farm are not only a nostalgic partof our nation’s history, but a critical part of our national economy. That’swhy perpetuating the family business is such a crucial goal for so manypropane company owners across the nation.
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Many long-time owners of independent propane operations struggle with turning over the reins to someone else. While understandable, it can do irreparable harm to the company.
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I confess right here that I am old enough to remember seeing Burma Shave signs along the highway from the back of our Rambler station wagon. Boy, that hurt to admit. Every few hundred feet an ironic saying or poem would whiz by, line by line, until the last sign, the closer, would always read: Burma Shave.
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I n some ways, today’s retail propane market is identical to the industry that has sustained American family businesses for more than four generations. But change is arriving on many fronts, according to the propane marketers who shared insights of their business for our third annual State of the Industry Report.
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It will be a long time before the propane industry is graced by the kind of class act it is losing with the retirement this month of Dan Myers.
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We all look for our leaders to be ethical, but I believe thefoundation of effective leadership lies with accountability.
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At age 74, Bill knew it would be time to sell his retail propanebusiness within the next few years. The founder and 70 percent owner ofthe company had three children, none of whom were in the business.
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