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Home » News » Business

Tuesday, July 1, 2008

GAS AND GO BROKE

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No gold mine, service station owners discover

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  • Mr. Sethi is trying to keep his filling stations afloat financially as high gas prices and credit card fees eat into his profits.
  • PHOTOGRAPHS BY MICHELLE GININGER/THE WASHINGTON TIMES
Raman Sethi, the owner of five gas stations in Northern Virginia, is operating at a loss. He started in the gas business more than 20 years ago, but now must withdraw money from his son's college fund to make ends meet. Greatly increased rents for his stations aren't helping.
  • Mr. Sethi is trying to keep his filling stations afloat financially as high gas prices and credit card fees eat into his profits.

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By W.J. Hennigan

After more than 20 years in the service station business, Raman Sethi thought he had seen it all.

He didn't see this coming.

Earlier this year, Mr. Sethi, 53, began withdrawing money from his son's $150,000 college fund to keep his five Northern Virginia gasoline stations from going belly-up.

"I haven't seen anything like what's going on now," he said. "I'm hoping I can sell one of my stations to pay the bills. But times are so tough, I can't sell. So what else can I do?"

Looking at gas prices these days, consumers might think that service stations are striking it rich. However, gas station owners are dealing with escalating costs that are digging into profit margins, making it hard for them to continue.

Business has been so bad for Mr. Sethi that he was having panic attacks. He now needs medication to deal with the stress.

At his Pure gas station in Arlington, it costs about $120,000 to fill up his 30,000-gallon tanks. Five years ago, he had three days to pay the distributor. He now has one.

It used to be easier, he says. He'd buy gas for $1.85 and sell it for $2 and pocket the 15 cents profit. But now, with gas prices soaring, he doesn't want to price himself out of range of customers already burdened with high prices. So he buys at $3.96 and sells it for $4.07.

Competition also plays an integral part. If Mr. Sethi sells his gas at a penny or two more than one of his competitors, he could lose much-needed business.

"It can be hard," he said. "You want people to keep coming back, keep them happy."

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