The best of Drucker on propane
November 1, 2006 By Carl Hughes
Work on the most expensive resource — time — and set goals for productivity and improvement.
Read More Focus on contribution, not effort
October 1, 2006 By Carl Hughes
This is the eighth in a series on business topics inspired by the 20th century business management icon Peter Drucker.
Read More Systematically making good decisions
September 1, 2006 By Carl Hughes
As an owner and/or manager of a retail propane business, you’re required to make many daily decisions involving employees. These decisions include all aspects of your operation and, when combined, reflect the direction and character of your company.
Read More Making the future, today
August 1, 2006 By Carl Hughes
Most propane managers tend to manage their business for the reality of yesterday. We often assume that past events will reoccur if we just wait for them.
Read More Know your time
July 1, 2006 By Carl Hughes
A current retail propane industry debate is how to improve the efficiencies of retail operations. The prevailing logic is that to be a more successful company, it must be efficient, often through adapting technology.
Read More Our business is knowledge
June 1, 2006 By Carl Hughes
This is the fourth in a series on business topics inspired by the 20th century business management icon Peter Drucker.
Read More The role of management in retail propane
May 1, 2006 By Carl Hughes
Results are obtained by exploiting opportunities, not solvingproblems. Fixing problems only restores a broken situation back tonormalcy; it does not create new value.
Read More Get a handle on hiring and promoting
April 1, 2006 By Carl Hughes
This is the second in a series of columns inspired by the late management guru Peter Drucker. This month, we apply Drucker’s thoughts on the hiring and promotion process to the retail propane company.
Read More In business, all profits are costs
March 1, 2006 By LP Gas
Implications of this redefinition of profits serve a useful purpose in the measurement of a retail propane company’s performance. The first purpose cited above is how we historically view profits — the excess or what’s left over after we have paid our bills. However, in the second point it may be that the profit is not sufficient to replace capital for worn-out equipment.
Read More Begin with the end in mind
April 1, 2004 By LP Gas
Does your propane company have a clearly defined destination?
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