The Face of Delinquency
March 1, 2008 By LP Gas
Every day, Holly Linden contends with an increasing number of customers who cannot afford to pay their propane bill.
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Every day, Holly Linden contends with an increasing number of customers who cannot afford to pay their propane bill.
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The rising cost of propane, coupled with limited federal home-heating assistance for low-income families, is not only putting the squeeze on customers but retailers as well.
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As owners and operators of mostly small-to-medium-size businesses, we tend to focus first on matters that are specific to our marketing footprint. Because our customer base is local, we have an immediate vested interest in local affairs. For our own self-interest, we become actively engaged in organizations like local fire protection or city, county and township government agencies.
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With today’s heated competitive climate over ever-tightening American energy dollars, being an order-taker and sitting back waiting for the telephone to ring has gone the way of the malt shop, bell-bottoms and mullets.
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Businesses experiencing a complaining customer unhappy over a breakdown in service may now have the tools necessary to create an individualized response to suitably resolve the situation, according to a recently released scientific study.
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Nothing else matters if you can’t pay your bills.
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Relying on your drivers to execute the best plan for the day’s deliveries could be steering your ledger in the wrong direction, yet a price tag of more than $20,000 for traditional route-planning software may put such systems off the map for your company. A more affordable alternative, though, is set for an October rollout.
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This is generally an accurate saying for all of commerce but particularly descriptive of the challenging retail propane markets we face every day. Since we can agree that our retail propane markets are competitive, it stands to reason that – to reach our goals – we need top sales professionals who are the best equipped to bring in the highest quality of new customers.
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In his latest book blink, author Malcolm Gladwell (also author of The Tipping Point) examines how people make snap judgments. He is fascinated by how, in many circumstances, the snap decisions are better than those using more analysis and information.
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Ray Murray Sr. had to quit his job to start Ray Murray Inc. (RMI) This decision was a significant one – he had devoted 25 years to a propane equipment manufacturer. He also had a growing family.
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