All vehicles from Mopar's "Top Eliminator" enthusiast recognition program will be displayed in Mopar Alley at the 2010 SEMA Show.

Mopar is joining forces with custom-car builder Rich Evans to bring to life a customized Dodge Challenger for the 2010 SEMA Show.

Owner of Huntington Beach Bodyworks and Rich Evans Designs, Evans is a master automotive fabricator, welder and painter. His custom-made rides have appeared in numerous movies and television programs, including Pimp My Ride, Monster Garage, Man Cave and Chop, Cut & Rebuild. The Southern California native also recently debuted a new iPhone App, "The Rides of Rich Evans."

His Mopar-flavored ride for the 2010 SEMA Show will begin with a base 2010 Dodge Challenger. Evans will employ an array of Mopar parts, some modified with his own fabricated spin, in order to create a new automotive work of art.

Rich Evans Exclusive Parts as well as products from numerous aftermarket suppliers will be utilized during the build, which will be documented in a series of podcast videos posted to Mopar's YouTube channel.

Evans will also pen exclusive blogs for posting on www.mopar.com, as well as his own website: www.huntingtonbeachbodyworks.com.

Evans will also act as a judge for the new tuner category of the Mopar "Top Eliminator" enthusiast recognition program. Now in its fourth year, the program highlights restyled or customized Chrysler, Jeep, Dodge or Ram vehicles of Mopar enthusiasts. The new tuner category winner will be selected from enthusiast nominations based on creatively applying technology to a current-model vehicle while maintaining brand integrity and values. All "Top Eliminator" winners, from the various categories, will be displayed in the Mopar Alley at the 2010 SEMA Show.

"I'm pumped up to team up with a premier organization like Mopar on these thrilling new projects," said Evans. "Together, I think we can seize the attention of the young Next-Gen crowd with the new 'Top Eliminator' tuner award and the SEMA-car build while still holding the attention of today's enthusiasts. You will see an amazing Mopar/Rich Evans creation in the Mopar exhibit at SEMA in November."

The Raybestos Roadster Pickup will be given away to a professional mechanic or DIY Raybestos customer.

Raybestos Roadster Pickup

Raybestos is sponsoring the build of a 1932 Ford hot rod roadster pickup, which will be given away to one professional mechanic or DIY Raybestos customer as part of an upcoming summer 2010 sales promotion. The build-up will be chronicled in national television, magazines, and exclusive website content.

The project celebrates Raybestos’ brake and chassis product lines with thousands of part numbers covering vehicles from 2010 to the 1920s and late model to Model A.

Troy Ladd, a hot rod and custom car builder, will tackle the project with his crew at Hollywood Hot Rods in Burbank, California, using a design inspired by the factory's hot rod parts truck and show car of 1963, used to deliver brakes for Indy roadsters up and down Gasoline Alley. Design cues are also pulled from open-wheeled Indy roadsters and sprint cars of the era.

The Raybestos RPU will feature:

• 1932 Brookville Steel RPU body and custom fabricated box
• Custom removable top for weather protection
• From Ford Racing, the all-new 5.0-liter Ti-VCT “Coyote” V-8 engine from the upcoming 2011 Ford Mustang—deconstructed and re-dressed with vintage accessories to resemble the iconic 1963 Ford 427ci SOHC race motor
• Custom vintage-style stack fuel injection setup from Hilborn—operated by a modern engine management system for modern reliability
• Tremec 5-speed manual gearbox
• Aluminum quick-change rear axle
• Complete Raybestos Brakes package
• Bias ply Firestone Indy roadster period correct tires at all four corners from Coker Tire
• Custom gauge cluster by Redline Gauge Works
• Custom shifter, linkage, pedals and assembly by Gennie Manufacturing
• “Lakes” style headers will be handmade by Hollywood Hot Rods with oval cones fabricated from polished stainless steel components provided by Megs Exhaust Builders Warehouse
• WIX oil and fuel filters
• Traditional style tuck and roll interior
• Powder coating, metal coating, and media blasting work by Pacific Coast Powder Coating

	Project X360 is an 1969 Rally Sport Camaro that will receive a custom aftermarket restoration after sitting in a barn in Wedron, Illinois, for 20 years.

Project X360 – ’69 Camaro

Project X360 began with an idea to build a 1969 Rally Sport Camaro. The car was to be placed as a featured show car in the ProComp booth at the 2010 SEMA Show. After an extensive search, Tad Nelson of Nelson Competition Products located a 1969 Camaro, which had been sitting in a barn in Wedron, Illinois, for 20 years. Like most uncovered automotive treasures, this car is a classic, just begging for a full, aftermarket restoration. As a next-generation classic car restorer, Nelson accepted the challenge and looks forward to showcasing his skills with the best in the industry.

Specs of the 1969 Camaro

Motor - ProComp 427 SBC, 11:1 compression, custom comp cam

Intake - NCP modified 950cfm ProComp Carb; ProComp polished intake

Exhaust - ProComp chrome headers; 3-inch dual exhaust with Flowmaster mufflers

Ignition- ProComp ignition

Transmission- B&M TH400; B&M Holeshot 3600

Rear End - GM 12 bolt, Superior axles, 4.56 gear ratio, Auburn positraction

Suspension - Eaton Detroit Spring front and back; ProComp control arms

Brakes - CPP Big Brake complete front and rear kit

Wheels and Tires - Rocket Racing chrome booster 18-inch front, and 20-inch rear; Toyo tires

Sponsors: Currently ProComp, Eaton Detroit Spring, Classic Performance Products, The Parts Place Inc. and Rocket Racing Wheels are featured sponsors of Project X360.

Already started on your 2010 SEMA Show project? Send us photos, renderings and a spec list to editors@sema.org, and we'll try to get it in future issues of eNews.

	The 2011 Cadillac CTS-V Sport Wagon features a supercharged 6.2-liter V8 that puts out 556 horsepower.

Recently introduced at the 2010 New York Auto Show and ready to launch later this year, the 2011 Cadillac CTS-V Sport Wagon offers performance enthusiasts yet another opportunity to accessorize. It features a supercharged 6.2-liter V8 that puts out 556 horsepower and is the latest addition to the manufacturer's V-Series.

Featuring a unique rear fascia and upper spoiler, Cadillac dubs the CTS-V Sport Wagon a “show car.” It joins the sedan and the coupe, which launch this summer. All versions now have V editions. According to Automotive News, Cadillac is trying to position its performance line in the same manner as BMW's M models.

The CTS-V Sport Wagon offers six-speed automatic and manual transmissions and cranks out 551 lb-ft of torque from its 376-cubic-inch engine with a cast aluminum block and roto-cast cylinder heads. It can reach 0-to-60-mph in less than four seconds and weighs only 200 pounds more than the sedan. The V6 wagons and sedans share about 85% common parts, according to the manufacturer.

The chassis features magnetic ride control with tour and sport settings, Brembo brakes and 19-inch wheels wrapped in Michelin PS2 tires. The rear-wheel-drive wagon will have power-assisted rack-and-pinion steering and a limited-slip differential. The car is expected to get 14 mpg in the city and 19 mpg on the highway.

As for accessorization, the V Sport Wagon can be equipped with an aero kit while the standard model typically gets performance exhaust, wheel and suspension treatments, according to Bill Wolf, senior director, OEM relations for SEMA. The difference between the two models is the V wagon gets a high-performance engine and sport suspension.

“The deciding factor for developing aftermarket parts is production numbers, which Cadillac hasn't yet announced,” Wolf said. “The V Sport Wagon has a hot-rod appeal and it reminds me of the Dodge Magnum in terms of styling. It's low slung with narrow windows, which helps lend itself to customization.”

The performance wagon will start at about $61,000.

	The 2011 Cadillac CTS-V Sport Wagon features a supercharged 6.2-liter V8 that puts out 556 horsepower.

Recently introduced at the 2010 New York Auto Show and ready to launch later this year, the 2011 Cadillac CTS-V Sport Wagon offers performance enthusiasts yet another opportunity to accessorize. It features a supercharged 6.2-liter V8 that puts out 556 horsepower and is the latest addition to the manufacturer's V-Series.

Featuring a unique rear fascia and upper spoiler, Cadillac dubs the CTS-V Sport Wagon a “show car.” It joins the sedan and the coupe, which launch this summer. All versions now have V editions. According to Automotive News, Cadillac is trying to position its performance line in the same manner as BMW's M models.

The CTS-V Sport Wagon offers six-speed automatic and manual transmissions and cranks out 551 lb-ft of torque from its 376-cubic-inch engine with a cast aluminum block and roto-cast cylinder heads. It can reach 0-to-60-mph in less than four seconds and weighs only 200 pounds more than the sedan. The V6 wagons and sedans share about 85% common parts, according to the manufacturer.

The chassis features magnetic ride control with tour and sport settings, Brembo brakes and 19-inch wheels wrapped in Michelin PS2 tires. The rear-wheel-drive wagon will have power-assisted rack-and-pinion steering and a limited-slip differential. The car is expected to get 14 mpg in the city and 19 mpg on the highway.

As for accessorization, the V Sport Wagon can be equipped with an aero kit while the standard model typically gets performance exhaust, wheel and suspension treatments, according to Bill Wolf, senior director, OEM relations for SEMA. The difference between the two models is the V wagon gets a high-performance engine and sport suspension.

“The deciding factor for developing aftermarket parts is production numbers, which Cadillac hasn't yet announced,” Wolf said. “The V Sport Wagon has a hot-rod appeal and it reminds me of the Dodge Magnum in terms of styling. It's low slung with narrow windows, which helps lend itself to customization.”

The performance wagon will start at about $61,000.

	The 2011 Cadillac CTS-V Sport Wagon features a supercharged 6.2-liter V8 that puts out 556 horsepower.

Recently introduced at the 2010 New York Auto Show and ready to launch later this year, the 2011 Cadillac CTS-V Sport Wagon offers performance enthusiasts yet another opportunity to accessorize. It features a supercharged 6.2-liter V8 that puts out 556 horsepower and is the latest addition to the manufacturer's V-Series.

Featuring a unique rear fascia and upper spoiler, Cadillac dubs the CTS-V Sport Wagon a “show car.” It joins the sedan and the coupe, which launch this summer. All versions now have V editions. According to Automotive News, Cadillac is trying to position its performance line in the same manner as BMW's M models.

The CTS-V Sport Wagon offers six-speed automatic and manual transmissions and cranks out 551 lb-ft of torque from its 376-cubic-inch engine with a cast aluminum block and roto-cast cylinder heads. It can reach 0-to-60-mph in less than four seconds and weighs only 200 pounds more than the sedan. The V6 wagons and sedans share about 85% common parts, according to the manufacturer.

The chassis features magnetic ride control with tour and sport settings, Brembo brakes and 19-inch wheels wrapped in Michelin PS2 tires. The rear-wheel-drive wagon will have power-assisted rack-and-pinion steering and a limited-slip differential. The car is expected to get 14 mpg in the city and 19 mpg on the highway.

As for accessorization, the V Sport Wagon can be equipped with an aero kit while the standard model typically gets performance exhaust, wheel and suspension treatments, according to Bill Wolf, senior director, OEM relations for SEMA. The difference between the two models is the V wagon gets a high-performance engine and sport suspension.

“The deciding factor for developing aftermarket parts is production numbers, which Cadillac hasn't yet announced,” Wolf said. “The V Sport Wagon has a hot-rod appeal and it reminds me of the Dodge Magnum in terms of styling. It's low slung with narrow windows, which helps lend itself to customization.”

The performance wagon will start at about $61,000.

	The 2011 Cadillac CTS-V Sport Wagon features a supercharged 6.2-liter V8 that puts out 556 horsepower.

Recently introduced at the 2010 New York Auto Show and ready to launch later this year, the 2011 Cadillac CTS-V Sport Wagon offers performance enthusiasts yet another opportunity to accessorize. It features a supercharged 6.2-liter V8 that puts out 556 horsepower and is the latest addition to the manufacturer's V-Series.

Featuring a unique rear fascia and upper spoiler, Cadillac dubs the CTS-V Sport Wagon a “show car.” It joins the sedan and the coupe, which launch this summer. All versions now have V editions. According to Automotive News, Cadillac is trying to position its performance line in the same manner as BMW's M models.

The CTS-V Sport Wagon offers six-speed automatic and manual transmissions and cranks out 551 lb-ft of torque from its 376-cubic-inch engine with a cast aluminum block and roto-cast cylinder heads. It can reach 0-to-60-mph in less than four seconds and weighs only 200 pounds more than the sedan. The V6 wagons and sedans share about 85% common parts, according to the manufacturer.

The chassis features magnetic ride control with tour and sport settings, Brembo brakes and 19-inch wheels wrapped in Michelin PS2 tires. The rear-wheel-drive wagon will have power-assisted rack-and-pinion steering and a limited-slip differential. The car is expected to get 14 mpg in the city and 19 mpg on the highway.

As for accessorization, the V Sport Wagon can be equipped with an aero kit while the standard model typically gets performance exhaust, wheel and suspension treatments, according to Bill Wolf, senior director, OEM relations for SEMA. The difference between the two models is the V wagon gets a high-performance engine and sport suspension.

“The deciding factor for developing aftermarket parts is production numbers, which Cadillac hasn't yet announced,” Wolf said. “The V Sport Wagon has a hot-rod appeal and it reminds me of the Dodge Magnum in terms of styling. It's low slung with narrow windows, which helps lend itself to customization.”

The performance wagon will start at about $61,000.

Tom Marx stresses the importance of "The Six Ps" for launching a successful new product.

Think you know what it takes to successfully introduce a new product in today’s tough market? Well, according to Tom Marx, president and CEO of The Marx Group, who moderated the 2009 SEMA Show webinar entitled Product Launches: What You Must and Must Not Do, every product launch should start with “The Six Ps”: Plan, Product, Pricing, Placement, Promotion and Participation.

Members of the panel were Cam Benty, marketing director of Flowmaster; Ron Coleman, president of Competition Cams; and Marla Moore, marketing director of Hypertech.

The Six Ps

First, begin with a well-researched plan that determines what the market desires in a product.

“Follow with the ready, aim, fire philosophy by first coming up with the plan and then strategy before going into the actual launch,” Marx suggested. “What are the attributes of your product? Look at the costs and decide whether you need certifications and testing. Look at the packaging. When it comes to pricing, which channels are you selling to? Are you developing enough of a margin in those channels so each one can make a profit?”

After the product phase, perform a competitive pricing analysis to learn how similar products in the market are priced.

The next step is placement, which focuses on how you plan to distribute the product. Both the sales and customer service teams must be trained so they can speak eloquently and accurately about the product’s technical and installation attributes.

When promoting a new product, oftentimes the marketing, technical and salespeople work separately, which results in a lack of coordination and communication between the departments. It’s important these people work together by focusing on what must be done to successfully bring the product to market.

Finally, participation is based on getting feedback from the field so if installation issues or technical challenges arise they can be answered quickly. This can be accomplished via social networking sites such as LinkedIn, Facebook and MySEMA.

Remember Where You Came From

One of the key ingredients of a product launch is don’t forget your core competency and lose sight of the products that got you to your current success level, according to Benty. Flowmaster’s original muffler was successful because it attacked problems surrounding sound limitation for racers. The ideal scenario was to get below that level with no loss of power.

Flowmaster has a variety of products each with different attributes. Through extensive R&D the company found there was more need for a louder product that was aggressive on the street.

“Our concern was if we came out with yet another loud muffler, what would happen to the situation surrounding some of our other products? When we started with our Super 44 two-chamber mufflers we looked at technology. Was this product going to be innovative? Would it work with our program? We talked to racers in the market to gauge interest and determine whether the product was different enough from already-existing products,” Benty said.

In the beginning, to help promote the product, Flowmaster gave it away to its online forum users and collected customer testimonials to solicit interest and enthusiasm. Then the company took the product to its dealers and warehouse distributors to obtain their feedback and slowly rolled it out to target markets.

Flowmaster also tested different types of advertising strategies by noticing what competitors were doing and filling voids within that area. For example, magazine product placements enabled the product to be seen by potential customers on a regular basis. The company also assessed its sales after the initial rollout to see how the product was doing in the market.

Get Marketing Involved From the Beginning

Include your marketing department from the beginning to help guide R&D in the right direction, Coleman suggested. In the past, Competition Cams had launched products that didn’t work possibly because the R&D department was too deeply involved and marketing wasn’t involved soon enough.

“Rule No. 1: You can’t make chicken soup with chicken manure,” Coleman said. “If you start with a bad product it doesn’t matter how well you launch it, how much money you spend or how you package it. Consider what problem this particular product solves. If you can’t answer that question then you’ve got a bad product.”

Rule No. 2: Ask everyone involved—from the secretary to the consumer and R&D—how the product is unique, better and different and expect a different answer from everyone because people don’t always see things the same way as you. Don’t just get one perspective because if you don’t get everyone’s opinion you’re going to miss something important. Take the best of all those answers and utilize them for the product launch.

Rule No. 3: Pretend you’re not an expert and tell people about the product in simple, straightforward talk. Explain what you’re doing in layman’s terms.

Rule No. 4: It’s ok to make a mistake but it’s stupid not to learn from it. Tweak things as soon as you discover you’ve missed the target.

Determine Market Need

This year Hypertech is introducing its Max Energy sport power programmer for the sport-tuner market because there’s a market need and not many competitors. This enables the company to set its minimum advertised price hundreds of dollars below the existing competition, according to Moore. To promote the product, Hypertech did a video promo, put together press kits, booth graphics and sales agreements in time for the 2009 SEMA Show. The company also plans to utilize the Internet through e-mail campaigns, social media outlets and YouTube.

“If you don’t have your product line in place and ready to ship within a few weeks after SEMA, pull the plug on the launch date. It can ruin your product before you ever get it to market,” Moore suggested.

Tom Marx stresses the importance of "The Six Ps" for launching a successful new product.

Think you know what it takes to successfully introduce a new product in today’s tough market? Well, according to Tom Marx, president and CEO of The Marx Group, who moderated the 2009 SEMA Show webinar entitled Product Launches: What You Must and Must Not Do, every product launch should start with “The Six Ps”: Plan, Product, Pricing, Placement, Promotion and Participation.

Members of the panel were Cam Benty, marketing director of Flowmaster; Ron Coleman, president of Competition Cams; and Marla Moore, marketing director of Hypertech.

The Six Ps

First, begin with a well-researched plan that determines what the market desires in a product.

“Follow with the ready, aim, fire philosophy by first coming up with the plan and then strategy before going into the actual launch,” Marx suggested. “What are the attributes of your product? Look at the costs and decide whether you need certifications and testing. Look at the packaging. When it comes to pricing, which channels are you selling to? Are you developing enough of a margin in those channels so each one can make a profit?”

After the product phase, perform a competitive pricing analysis to learn how similar products in the market are priced.

The next step is placement, which focuses on how you plan to distribute the product. Both the sales and customer service teams must be trained so they can speak eloquently and accurately about the product’s technical and installation attributes.

When promoting a new product, oftentimes the marketing, technical and salespeople work separately, which results in a lack of coordination and communication between the departments. It’s important these people work together by focusing on what must be done to successfully bring the product to market.

Finally, participation is based on getting feedback from the field so if installation issues or technical challenges arise they can be answered quickly. This can be accomplished via social networking sites such as LinkedIn, Facebook and MySEMA.

Remember Where You Came From

One of the key ingredients of a product launch is don’t forget your core competency and lose sight of the products that got you to your current success level, according to Benty. Flowmaster’s original muffler was successful because it attacked problems surrounding sound limitation for racers. The ideal scenario was to get below that level with no loss of power.

Flowmaster has a variety of products each with different attributes. Through extensive R&D the company found there was more need for a louder product that was aggressive on the street.

“Our concern was if we came out with yet another loud muffler, what would happen to the situation surrounding some of our other products? When we started with our Super 44 two-chamber mufflers we looked at technology. Was this product going to be innovative? Would it work with our program? We talked to racers in the market to gauge interest and determine whether the product was different enough from already-existing products,” Benty said.

In the beginning, to help promote the product, Flowmaster gave it away to its online forum users and collected customer testimonials to solicit interest and enthusiasm. Then the company took the product to its dealers and warehouse distributors to obtain their feedback and slowly rolled it out to target markets.

Flowmaster also tested different types of advertising strategies by noticing what competitors were doing and filling voids within that area. For example, magazine product placements enabled the product to be seen by potential customers on a regular basis. The company also assessed its sales after the initial rollout to see how the product was doing in the market.

Get Marketing Involved From the Beginning

Include your marketing department from the beginning to help guide R&D in the right direction, Coleman suggested. In the past, Competition Cams had launched products that didn’t work possibly because the R&D department was too deeply involved and marketing wasn’t involved soon enough.

“Rule No. 1: You can’t make chicken soup with chicken manure,” Coleman said. “If you start with a bad product it doesn’t matter how well you launch it, how much money you spend or how you package it. Consider what problem this particular product solves. If you can’t answer that question then you’ve got a bad product.”

Rule No. 2: Ask everyone involved—from the secretary to the consumer and R&D—how the product is unique, better and different and expect a different answer from everyone because people don’t always see things the same way as you. Don’t just get one perspective because if you don’t get everyone’s opinion you’re going to miss something important. Take the best of all those answers and utilize them for the product launch.

Rule No. 3: Pretend you’re not an expert and tell people about the product in simple, straightforward talk. Explain what you’re doing in layman’s terms.

Rule No. 4: It’s ok to make a mistake but it’s stupid not to learn from it. Tweak things as soon as you discover you’ve missed the target.

Determine Market Need

This year Hypertech is introducing its Max Energy sport power programmer for the sport-tuner market because there’s a market need and not many competitors. This enables the company to set its minimum advertised price hundreds of dollars below the existing competition, according to Moore. To promote the product, Hypertech did a video promo, put together press kits, booth graphics and sales agreements in time for the 2009 SEMA Show. The company also plans to utilize the Internet through e-mail campaigns, social media outlets and YouTube.

“If you don’t have your product line in place and ready to ship within a few weeks after SEMA, pull the plug on the launch date. It can ruin your product before you ever get it to market,” Moore suggested.

Tom Marx stresses the importance of "The Six Ps" for launching a successful new product.

Think you know what it takes to successfully introduce a new product in today’s tough market? Well, according to Tom Marx, president and CEO of The Marx Group, who moderated the 2009 SEMA Show webinar entitled Product Launches: What You Must and Must Not Do, every product launch should start with “The Six Ps”: Plan, Product, Pricing, Placement, Promotion and Participation.

Members of the panel were Cam Benty, marketing director of Flowmaster; Ron Coleman, president of Competition Cams; and Marla Moore, marketing director of Hypertech.

The Six Ps

First, begin with a well-researched plan that determines what the market desires in a product.

“Follow with the ready, aim, fire philosophy by first coming up with the plan and then strategy before going into the actual launch,” Marx suggested. “What are the attributes of your product? Look at the costs and decide whether you need certifications and testing. Look at the packaging. When it comes to pricing, which channels are you selling to? Are you developing enough of a margin in those channels so each one can make a profit?”

After the product phase, perform a competitive pricing analysis to learn how similar products in the market are priced.

The next step is placement, which focuses on how you plan to distribute the product. Both the sales and customer service teams must be trained so they can speak eloquently and accurately about the product’s technical and installation attributes.

When promoting a new product, oftentimes the marketing, technical and salespeople work separately, which results in a lack of coordination and communication between the departments. It’s important these people work together by focusing on what must be done to successfully bring the product to market.

Finally, participation is based on getting feedback from the field so if installation issues or technical challenges arise they can be answered quickly. This can be accomplished via social networking sites such as LinkedIn, Facebook and MySEMA.

Remember Where You Came From

One of the key ingredients of a product launch is don’t forget your core competency and lose sight of the products that got you to your current success level, according to Benty. Flowmaster’s original muffler was successful because it attacked problems surrounding sound limitation for racers. The ideal scenario was to get below that level with no loss of power.

Flowmaster has a variety of products each with different attributes. Through extensive R&D the company found there was more need for a louder product that was aggressive on the street.

“Our concern was if we came out with yet another loud muffler, what would happen to the situation surrounding some of our other products? When we started with our Super 44 two-chamber mufflers we looked at technology. Was this product going to be innovative? Would it work with our program? We talked to racers in the market to gauge interest and determine whether the product was different enough from already-existing products,” Benty said.

In the beginning, to help promote the product, Flowmaster gave it away to its online forum users and collected customer testimonials to solicit interest and enthusiasm. Then the company took the product to its dealers and warehouse distributors to obtain their feedback and slowly rolled it out to target markets.

Flowmaster also tested different types of advertising strategies by noticing what competitors were doing and filling voids within that area. For example, magazine product placements enabled the product to be seen by potential customers on a regular basis. The company also assessed its sales after the initial rollout to see how the product was doing in the market.

Get Marketing Involved From the Beginning

Include your marketing department from the beginning to help guide R&D in the right direction, Coleman suggested. In the past, Competition Cams had launched products that didn’t work possibly because the R&D department was too deeply involved and marketing wasn’t involved soon enough.

“Rule No. 1: You can’t make chicken soup with chicken manure,” Coleman said. “If you start with a bad product it doesn’t matter how well you launch it, how much money you spend or how you package it. Consider what problem this particular product solves. If you can’t answer that question then you’ve got a bad product.”

Rule No. 2: Ask everyone involved—from the secretary to the consumer and R&D—how the product is unique, better and different and expect a different answer from everyone because people don’t always see things the same way as you. Don’t just get one perspective because if you don’t get everyone’s opinion you’re going to miss something important. Take the best of all those answers and utilize them for the product launch.

Rule No. 3: Pretend you’re not an expert and tell people about the product in simple, straightforward talk. Explain what you’re doing in layman’s terms.

Rule No. 4: It’s ok to make a mistake but it’s stupid not to learn from it. Tweak things as soon as you discover you’ve missed the target.

Determine Market Need

This year Hypertech is introducing its Max Energy sport power programmer for the sport-tuner market because there’s a market need and not many competitors. This enables the company to set its minimum advertised price hundreds of dollars below the existing competition, according to Moore. To promote the product, Hypertech did a video promo, put together press kits, booth graphics and sales agreements in time for the 2009 SEMA Show. The company also plans to utilize the Internet through e-mail campaigns, social media outlets and YouTube.

“If you don’t have your product line in place and ready to ship within a few weeks after SEMA, pull the plug on the launch date. It can ruin your product before you ever get it to market,” Moore suggested.

Tom Marx stresses the importance of "The Six Ps" for launching a successful new product.

Think you know what it takes to successfully introduce a new product in today’s tough market? Well, according to Tom Marx, president and CEO of The Marx Group, who moderated the 2009 SEMA Show webinar entitled Product Launches: What You Must and Must Not Do, every product launch should start with “The Six Ps”: Plan, Product, Pricing, Placement, Promotion and Participation.

Members of the panel were Cam Benty, marketing director of Flowmaster; Ron Coleman, president of Competition Cams; and Marla Moore, marketing director of Hypertech.

The Six Ps

First, begin with a well-researched plan that determines what the market desires in a product.

“Follow with the ready, aim, fire philosophy by first coming up with the plan and then strategy before going into the actual launch,” Marx suggested. “What are the attributes of your product? Look at the costs and decide whether you need certifications and testing. Look at the packaging. When it comes to pricing, which channels are you selling to? Are you developing enough of a margin in those channels so each one can make a profit?”

After the product phase, perform a competitive pricing analysis to learn how similar products in the market are priced.

The next step is placement, which focuses on how you plan to distribute the product. Both the sales and customer service teams must be trained so they can speak eloquently and accurately about the product’s technical and installation attributes.

When promoting a new product, oftentimes the marketing, technical and salespeople work separately, which results in a lack of coordination and communication between the departments. It’s important these people work together by focusing on what must be done to successfully bring the product to market.

Finally, participation is based on getting feedback from the field so if installation issues or technical challenges arise they can be answered quickly. This can be accomplished via social networking sites such as LinkedIn, Facebook and MySEMA.

Remember Where You Came From

One of the key ingredients of a product launch is don’t forget your core competency and lose sight of the products that got you to your current success level, according to Benty. Flowmaster’s original muffler was successful because it attacked problems surrounding sound limitation for racers. The ideal scenario was to get below that level with no loss of power.

Flowmaster has a variety of products each with different attributes. Through extensive R&D the company found there was more need for a louder product that was aggressive on the street.

“Our concern was if we came out with yet another loud muffler, what would happen to the situation surrounding some of our other products? When we started with our Super 44 two-chamber mufflers we looked at technology. Was this product going to be innovative? Would it work with our program? We talked to racers in the market to gauge interest and determine whether the product was different enough from already-existing products,” Benty said.

In the beginning, to help promote the product, Flowmaster gave it away to its online forum users and collected customer testimonials to solicit interest and enthusiasm. Then the company took the product to its dealers and warehouse distributors to obtain their feedback and slowly rolled it out to target markets.

Flowmaster also tested different types of advertising strategies by noticing what competitors were doing and filling voids within that area. For example, magazine product placements enabled the product to be seen by potential customers on a regular basis. The company also assessed its sales after the initial rollout to see how the product was doing in the market.

Get Marketing Involved From the Beginning

Include your marketing department from the beginning to help guide R&D in the right direction, Coleman suggested. In the past, Competition Cams had launched products that didn’t work possibly because the R&D department was too deeply involved and marketing wasn’t involved soon enough.

“Rule No. 1: You can’t make chicken soup with chicken manure,” Coleman said. “If you start with a bad product it doesn’t matter how well you launch it, how much money you spend or how you package it. Consider what problem this particular product solves. If you can’t answer that question then you’ve got a bad product.”

Rule No. 2: Ask everyone involved—from the secretary to the consumer and R&D—how the product is unique, better and different and expect a different answer from everyone because people don’t always see things the same way as you. Don’t just get one perspective because if you don’t get everyone’s opinion you’re going to miss something important. Take the best of all those answers and utilize them for the product launch.

Rule No. 3: Pretend you’re not an expert and tell people about the product in simple, straightforward talk. Explain what you’re doing in layman’s terms.

Rule No. 4: It’s ok to make a mistake but it’s stupid not to learn from it. Tweak things as soon as you discover you’ve missed the target.

Determine Market Need

This year Hypertech is introducing its Max Energy sport power programmer for the sport-tuner market because there’s a market need and not many competitors. This enables the company to set its minimum advertised price hundreds of dollars below the existing competition, according to Moore. To promote the product, Hypertech did a video promo, put together press kits, booth graphics and sales agreements in time for the 2009 SEMA Show. The company also plans to utilize the Internet through e-mail campaigns, social media outlets and YouTube.

“If you don’t have your product line in place and ready to ship within a few weeks after SEMA, pull the plug on the launch date. It can ruin your product before you ever get it to market,” Moore suggested.

Tom Marx stresses the importance of "The Six Ps" for launching a successful new product.

Think you know what it takes to successfully introduce a new product in today’s tough market? Well, according to Tom Marx, president and CEO of The Marx Group, who moderated the 2009 SEMA Show webinar entitled Product Launches: What You Must and Must Not Do, every product launch should start with “The Six Ps”: Plan, Product, Pricing, Placement, Promotion and Participation.

Members of the panel were Cam Benty, marketing director of Flowmaster; Ron Coleman, president of Competition Cams; and Marla Moore, marketing director of Hypertech.

The Six Ps

First, begin with a well-researched plan that determines what the market desires in a product.

“Follow with the ready, aim, fire philosophy by first coming up with the plan and then strategy before going into the actual launch,” Marx suggested. “What are the attributes of your product? Look at the costs and decide whether you need certifications and testing. Look at the packaging. When it comes to pricing, which channels are you selling to? Are you developing enough of a margin in those channels so each one can make a profit?”

After the product phase, perform a competitive pricing analysis to learn how similar products in the market are priced.

The next step is placement, which focuses on how you plan to distribute the product. Both the sales and customer service teams must be trained so they can speak eloquently and accurately about the product’s technical and installation attributes.

When promoting a new product, oftentimes the marketing, technical and salespeople work separately, which results in a lack of coordination and communication between the departments. It’s important these people work together by focusing on what must be done to successfully bring the product to market.

Finally, participation is based on getting feedback from the field so if installation issues or technical challenges arise they can be answered quickly. This can be accomplished via social networking sites such as LinkedIn, Facebook and MySEMA.

Remember Where You Came From

One of the key ingredients of a product launch is don’t forget your core competency and lose sight of the products that got you to your current success level, according to Benty. Flowmaster’s original muffler was successful because it attacked problems surrounding sound limitation for racers. The ideal scenario was to get below that level with no loss of power.

Flowmaster has a variety of products each with different attributes. Through extensive R&D the company found there was more need for a louder product that was aggressive on the street.

“Our concern was if we came out with yet another loud muffler, what would happen to the situation surrounding some of our other products? When we started with our Super 44 two-chamber mufflers we looked at technology. Was this product going to be innovative? Would it work with our program? We talked to racers in the market to gauge interest and determine whether the product was different enough from already-existing products,” Benty said.

In the beginning, to help promote the product, Flowmaster gave it away to its online forum users and collected customer testimonials to solicit interest and enthusiasm. Then the company took the product to its dealers and warehouse distributors to obtain their feedback and slowly rolled it out to target markets.

Flowmaster also tested different types of advertising strategies by noticing what competitors were doing and filling voids within that area. For example, magazine product placements enabled the product to be seen by potential customers on a regular basis. The company also assessed its sales after the initial rollout to see how the product was doing in the market.

Get Marketing Involved From the Beginning

Include your marketing department from the beginning to help guide R&D in the right direction, Coleman suggested. In the past, Competition Cams had launched products that didn’t work possibly because the R&D department was too deeply involved and marketing wasn’t involved soon enough.

“Rule No. 1: You can’t make chicken soup with chicken manure,” Coleman said. “If you start with a bad product it doesn’t matter how well you launch it, how much money you spend or how you package it. Consider what problem this particular product solves. If you can’t answer that question then you’ve got a bad product.”

Rule No. 2: Ask everyone involved—from the secretary to the consumer and R&D—how the product is unique, better and different and expect a different answer from everyone because people don’t always see things the same way as you. Don’t just get one perspective because if you don’t get everyone’s opinion you’re going to miss something important. Take the best of all those answers and utilize them for the product launch.

Rule No. 3: Pretend you’re not an expert and tell people about the product in simple, straightforward talk. Explain what you’re doing in layman’s terms.

Rule No. 4: It’s ok to make a mistake but it’s stupid not to learn from it. Tweak things as soon as you discover you’ve missed the target.

Determine Market Need

This year Hypertech is introducing its Max Energy sport power programmer for the sport-tuner market because there’s a market need and not many competitors. This enables the company to set its minimum advertised price hundreds of dollars below the existing competition, according to Moore. To promote the product, Hypertech did a video promo, put together press kits, booth graphics and sales agreements in time for the 2009 SEMA Show. The company also plans to utilize the Internet through e-mail campaigns, social media outlets and YouTube.

“If you don’t have your product line in place and ready to ship within a few weeks after SEMA, pull the plug on the launch date. It can ruin your product before you ever get it to market,” Moore suggested.