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10 Feb 2015
Family-run companies are greater than a name or the inheritance of a storied brand, created by a single generation and bequeathed to yet another in an endless passage of time.

These enterprises may possibly grow beyond their easy origins, memorialized in black-and-white photographs and commemorative denominations of dollars (a signed fifty-dollar bill right here, an autographed 'C-Note' there), framed against an workplace wall as a makeshift album of the early days of a firm's birth to its present status as a model of advanced technology and real-time communications.



And, as I prefer to like to remind readers, my role as Vice President of DigitalDispatcher.com allows me to view how family-run companies adapt to fast adjustments in the marketplace. These events, that are a mixture of many elements (each international and domestic), demonstrate how an organization primarily based on precise principles - founded on the ideals of one man, Ralph Gould, and carried across the veil of years- can generate a business, Gould Equipment Corporation (http://www.gould-me.com/), that nevertheless flourishes, 86 years following its beginning.

Under its existing ownership by Acadia Environmental Technologies (http://www.acadiaenvironmental.com/), an engineering and science business, Gould builds and services propane and oil delivery trucks at its 24,000-square-foot facility in Bangor, Maine. (Acadia includes a complementary function within this approach, because it styles and manages the construction of oil and propane bulk plants. Gould distributes gear for all those plants with support from Acadia.)

Find out a lot more right here on Fleet fueling handset.

The point to this discussion remains, even right after a series of acquisitions and expansion involving Gould and Acadia, a twofold example from the value of retaining a company's core beliefs and the insight new executives can offer. In this respect, Gould is true to its roots; it understands the energy in the legacy bestowed upon its workers, an extended loved ones of experts, who maintain the reputation of their namesake and their person location within their neighborhood - the towns and cities, exactly where these employees live amongst their customers, that are also their buddies and neighbors.



Secondly, the lesson to all executives - in all industries - is simple: Venerable ideas usually do not have an expiration date; they turn into stronger with age, making new technology their ally, not their foe, within the work to streamline operations, raise efficiency and productivity, save cash and upgrade service. The winner in this circumstance - no, the winners, plural - is really a neighborhood in its entirety, the citizens who need to have and deserve the focus of skilled technicians and effective cost helpful deliveries.


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