Family-run corporations are more than a name or the inheritance of a storied brand, developed by one particular generation and bequeathed to yet another in an endless passage of time.
These enterprises might grow beyond their basic origins, memorialized in black-and-white photographs and commemorative denominations of cash (a signed fifty-dollar bill right here, an autographed 'C-Note' there), framed against an office wall as a makeshift album of the early days of a firm's birth to its existing status as a model of advanced technologies and real-time communications.
And, as I like to prefer to remind readers, my role as Vice President of DigitalDispatcher.com allows me to determine how family-run firms adapt to rapid changes within the marketplace. These events, which are a mixture of numerous factors (both worldwide and domestic), demonstrate how an organization primarily based on certain principles - founded on the ideals of one man, Ralph Gould, and carried across the veil of years- can create a business enterprise, Gould Equipment Company (http://www.gould-me.com/), that nonetheless flourishes, 86 years right after its beginning.
Below its existing ownership by Acadia Environmental Technology (http://www.acadiaenvironmental.com/), an engineering and science firm, Gould builds and solutions propane and oil delivery trucks at its 24,000-square-foot facility in Bangor, Maine. (Acadia includes a complementary part in this procedure, since it designs and manages the construction of oil and propane bulk plants. Gould distributes equipment for those plants with support from Acadia.)
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The point to this discussion remains, even just after a series of acquisitions and expansion involving Gould and Acadia, a twofold example from the worth of retaining a company's core beliefs along with the insight new executives can give. Within this respect, Gould is true to its roots; it understands the power on the legacy bestowed upon its workers, an extended loved ones of pros, who keep the reputation of their namesake and their person place within their community - the towns and cities, exactly where these personnel reside amongst their shoppers, who're also their friends and neighbors.
Secondly, the lesson to all executives - in all industries - is simple: Venerable ideas don't have an expiration date; they grow to be stronger with age, generating new technology their ally, not their foe, in the work to streamline operations, increase efficiency and productivity, save money and upgrade service. The winner within this scenario - no, the winners, plural - is often a community in its entirety, the citizens who have to have and deserve the focus of skilled technicians and efficient cost productive deliveries.
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