FIRST QUARTER // 2015
So much of the future is outside your control.
Unpredictable tax policies that could help but, more likely,
will hinder your operation. Federal and state regulations
that can, and often do, create extra hurdles. Local and
national economies that are prone to wild ups and downs.
So, how do you face the unknown? The one thing you
can’t do is passively wait to see what happens. You have
to be proactive. You have to manage your business wisely.
Instead of seeing the unknown as a barrier, you have to use
it as a motivator. This special section presents three
steps you can take right now to build the kind of
future you want.
The ins and outs of CNG fueling systems are,
for the most part, a mystery to distributors
and service companies that are used
to dealing with liquid fueling systems.
That’s why PEI began working in 2012
on a new document called PEI/RP1500:
Recommended Practices for the Design,
Installation, Operation and Maintenance
of Compressed Natural Gas Vehicle Fueling
Facilities. Steve Bernstein, vice president
of commercial sales for Jones & Frank
and chairman of the PEI committee that
drafted the document, and Marcel Moreau,
consultant to the committee, discuss what
this big step will mean for the industry.
2015 BUSINESS AND
By any standard, this is a time of intense
change. In such an environment, every PEI
member has to both work in the present and
think about the future. This article, we hope,
will help you do just that. We’ve compiled
perspectives on the year ahead from PEI’s
20 officers and directors. Where will the
biggest opportunities lie? What dangers and
obstacles could get in the way? As you read
the thoughts of your association’s leaders,
consider what it all means for your business.
We also asked these leaders to share how PEI
membership has contributed to the success
of their businesses. Perhaps you will find a tip
or two, as well.
Far too many firms do a rather poor job
of financial planning. They may take the
process seriously, but they develop
financial plans that are unreasonable
and, on occasion, worse than no plan at
all. The problem is not a lack of skill or
interest in having a plan. The problem is
that the process the company uses yields
a plan that virtually everyone knows
cannot be met. Companies that find
themselves in this situation have fallen
victim to the ubiquitous “stretch budget.”
Fortunately, there is a better way. It’s
called “profit-first budgeting.”
By Dr. Albert D. Bates