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service functions, we thought it better to consolidate under one unit to eliminate duplication of efforts and to increase service improvements. “We’re in a unique position in the marketplace,” he added. “Our core competency is movement of household goods. Our competitors have entered into other areas, but we focus on moving.” In fact, maintaining this strict focus has led, in some cases, to some of Arpin’s competitors becoming clients. As Arpin prepares to consolidate its international and domestic divisions into a new corporate headquarters in Rhode Island, Sullivan said the company is looking to “go green.” Company owner Peter Arpin is leading this initiative. “He is very passionate about this,” Sullivan said. “He wants every offi ce to be recycling and eventually go paperless. We’re in the early stages, but Peter is determined to make it happen.” May 08 87 getting harder to fi nd completely record-free employees who can be contracted to work.” Sullivan said he believes the industry must move toward a containerized system. This would create a situation similar to what Arpin fi nds internationally. “You get a much higher quality of service with a crew that packs all day and goes home at night,” he said. “We’ll get there. It will be a slow process, but we’ll get there. We have to.” Although that change is some years in the future, a more radical change is occurring at Arpin right now. It is in the process of merging Arpin Van Lines with Arpin International Group under its holding company (Arpin Group). The goals are to cut costs and increase effi ciencies. “Both companies specialize in the transportation of household goods and personal effects,” Sullivan said. “Instead of splitting the sales and customer ArpinVanLines

Since it began in Nashville more than 20 years ago, D.F. Chase Construction has focused on long-term relationships. Keith Regan learns how the approach has led to growth and expansion well beyond its home city 88 May 08 Even before Dean Chase founded D.F. Chase Construction in Nashville, Tennessee, in 1986, he had come to believe that the most valuable commodities in the construction business were reputation and relationships. “He knew it was all built on integrity and doing what you say you’re going to do,” says D.F. Chase executive vice president David Chase, who is also Dean’s son. “He developed a reputation for being able to do what he said he was going to do. That was the foundation for the company. It was built on trust, and it’s still about that today.” Today, D.F. Chase is a $150 million a year diversified construction company that has built Buildingrelationships