The growth in the use of mobile devices, such as smartphones and tablets, is fueled by the need for users to obtain information when they want it.

Mobile marketing has become a significant tool to engage customers. According to information delivered in a recent SEMA webinar conducted by John McPhee of Formic Media, by 2014, the mobile Internet is projected to take over desktop Internet usage.

To help your company prepare for the evolution of digital communication and the Internet Revolution, McPhee recently provided tips and guidance to help companies effectively integrate mobile marketing into their overall marketing programs through the SEMA Webinar, "Effective Mobile Marketing."

The growth in the use of mobile devices, such as smartphones and tablets, is fueled by the need for users to obtain information when they want it. From virtually anywhere a customer happens to be, they can get the information or answers they desire in a very short period of time compared to a PC or laptop. It is very important for companies to ensure that the mobile experience they are providing is meeting the basics of what customers expect when trying to gather information on the go.

One of the first things that McPhee advises is to determine if your website should be mobile friendly, mobile optimized or if a mobile app should be created.  He also says that when creating a destination for mobile devices, design is extremely important.

"Always test your mobile website across various platforms and devices," says McPhee. "This helps to make sure that regardless of browser, device or carrier, the site loads and functions with the speed intended." Your design should be focused on delivering information quickly and limit load times. Design your site to load fast and make the text easy to read. Compress images to make them small for faster loading and use bullet points instead of large blocks of text to deliver a message.

"Always pay attention to analytics and monitor what mobile users are doing online," explained McPhee. "Understanding and monitoring what users are doing and what they have come to expect from a mobile experience will help you to design your website with efficiency in mind."

Some of the tips that McPhee suggests when it comes to simplifying the navigation of your company's mobile site are:

• Minimize scrolling and keep it vertical only
• Use a clear hierarchy in menus and avoid rollovers
• Help users navigate between levels with clear back and home buttons
• Use seven links or fewer per page of navigation
• Have a search box prominently available on complex sites

Conversion
McPhee also says your site should be easy to navigate and make it easy for customers to buy something or contact you. He suggests that when designing your company's site, focus on information that will convert a browser to a buyer, such as product details. The number of steps used to complete a transaction should be minimal, forms should be as short as possible, scroll menus and lists should be used to make data entry easier, and a click-to-call functionality should be made available for all phone numbers.

Make It Local
Always make sure to have your address or store locator on your mobile website or landing page. People are looking to talk or connect with somebody, or looking to find your store's physical location. Include maps and directions; you can use GPS if you have the ability to do so. It is also a good idea to allow users to check stock at nearby stores. This is a good way to provide the customer a way to determine if they need to buy now or can plan a later purchase.

Be Thumb-Friendly
Fingers are used to operate mobile devices, so design your site in a manner that people can access and easily click links, regardless of the size of their fingers. "It's a good practice to leave enough space around the area of clickable links that will help users avoid accidental clicks. It's also a good idea to pad check boxes by making the text clickable as well.

Make It Seamless
People use multiple screens throughout the day, and it's a good idea to convert as much of the functionality of your desktop site to mobile to create a seamless experience. "If there are some areas of your website that are highly clicked, you need to make sure that as much of those areas are converted and featured on your mobile platform. Always look at analytics to ensure that your desktop website experience is as similar as possible to the mobile site."

Make It Accessible
McPhee stated that companies need to keep in mind that the ideal goal of providing a quality mobile experience for your customers is to ensure that your site works across all mobile devices and all handset orientations. Some devices, such as the iPhone, don't use Flash. "Find alternatives for Flash; Google doesn't like Flash either," McPhee informed the audience. "A good alternative is to use HTML5 for interactivity and animation." McPhee also suggests adapting your mobile site for both vertical and horizontal orientations.

Hear the complete webinar by accessing the entire "Effective Mobile Marketing" session. For more information on SEMA webinars and the Association's eLearning courses, contact Juliet Marshall at julietm@sema.org.   

	Christine Corelli

Author and speaker Christine Corelli will be a featured presenter at the SEMA Show, Tuesday, October 30, at 9:30 a.m. Don't miss her session, "Wake Up & Smell the Competition."

If there's one word that captures the essence of what is occurring in the world today, it's “change.” Downsizing, reorganizing and cutting costs are now the norm when it comes to surviving during an unstable economy.

No industry is exempt; there are no sacred cows. Even the most venerable and conservative institutions are undergoing significant change just to survive. In spite of the improvement that many specialty-equipment manufacturers, distributors and retailers are reporting, a full recovery is not predicted to occur in the immediate future.  

The Challenge of Change

No one likes the changes that have occurred—least of all business owners—especially when it is a negative turn of events that dramatically impacts their bottom line. The difficulty is even pronounced after an era of relatively solid growth and strong revenues. Unfortunately, while it may not be easy, every business owner and manager needs to deal with it the best that they can.

For those who have made a conscious decision to make it though these tough times, their survival instincts have kicked in. They have decided to meet these challenges head on and move forward. They have assessed what changes they can control and which ones they cannot. By adopting this mindset, they are in a better position to meet additional challenges they will confront as they strive to carry their business into a more successful future.

Making Hard Choices

Today’s business owners will have to get even tougher to make the hard choices and difficult decisions that will continue to face them in the months ahead. They will have to dig in their heels and fight.

Accepting that the world has changed and knowing that the organization must change as well is the first step in a long process. What worked in the past will not necessarily work in the new business environment. Smarter decisions will have to be made, new ways of doing business will have to be uncovered and the required organizational changes will have to be made to ensure survival and what constitutes the new success.  

Managing Change Effectively

Once decisions are made, whether it’s more reorganization, diversifying, new business models, new strategies to increase productivity and profitability, and drive higher performance, the next challenge is implementing the changes throughout the business. This is, of course, a key responsibility for executives, managers and business owners. If the necessary changes are not managed correctly, the result can be a distraught organization filled with a disgruntled staff, exhibiting poor performance and only average customer service. All this inevitably leads to greater loss in revenues and lower profit margins.  

Ten ways to implement change successfully:

1. Communicate the reason for your hard choices and the changes you need to make.

Communication is always important, but it is critical in a changing business environment. Make every effort to ensure that all employees understand the hard choices you’ve had to make and how difficult it has been for you, personally. They will respect you for it. Talk to them about your competitive strategy and the changes you want to make. Make them a part of it so that they can assume a degree of ownership in the situation. Ask for their ideas and input.

Communicate your goals and direction to every level of the company. Use sincere language, such as: "I fully understand that things are different from what they have been in the past, but I'm committed to ensuring that we make it through these tough times, and I'm counting on you to help me make it happen. Here's what I need from you..."  Then tell them.

While every business leader has their own communication style, the following are examples of how to best communicate:

• “We need everyone to give their full support to our sales team. Without more sales, we cannot move forward.” Then, ask the sales team to come forward and have a candid conversation about how everyone can help them in their efforts to win new sales and maintain loyal customers.

• “We need to deliver superior customer service on a continuous basis and develop a reputation for it. If we don’t, we will surely not be able to compete in today’s changing marketplace. Customers are more service-savvy than ever.”

• “We need everyone to display initiative beyond their job description. I realize that means doing more, but I know that you can do it, and we’ll do our best to be supportive and helpful to each other.”

• “We need to be accountable to each other, not only for our performance and the level of service we provide to customers and each other, but also for the attitude we bring to work with us each day.” Then, facilitate a discussion. Ask them to be specific as they write down ways they will agree to be accountable.  

• “We need to stay positive and maintain high morale. I know it’s been tough, but together we’ll see progress.”

• “We need new ideas, and we need to implement those ideas. Let’s hear them.”

• “We need everyone to promote our business. Everyone’s in sales!”

2.  Involve your management team in strategic planning and develop them to be change coaches.

Your entire management team needs to be involved with creating your competitive strategy and on board with the changes you want to implement. Share the role you expect them to have and provide a detailed set of actions. Make sure they understand that they are the coaches that will spur the team forward, and their job is to ensure your entire team is aligned with your competitive strategy. Remind them to think and act as dynamic leaders who will provide the inspiration and encouragement to your entire workforce.

3.  Establish a “change” team.

Follow the example of smart companies who create teams to assist in this area. Appoint top performers to be on your “change” team to lead the way to deploy the change-management process. Let them know you understand that they already have a heavy workload, but you are confident they can help make a difference in your company. Choose people who have high levels of credibility in the company; give them direct access to customers. Let the team know it is expected to help identify problems and focus on offering solutions. Use the motto, "For every problem there is a solution," not only with your team, but also throughout the company.

As problems occur during the onset of change implementation, ask the team to help. New ways of doing things rarely occur without glitches, so ask them to brainstorm ways to identify and solve problems even before they present themselves.
 


4. Establish an atmosphere and culture of open communication.

Open communication is important in every organization at all times. It becomes even more critical when implementing change. As you begin planning organizational changes, consider developing a concurrent communication strategy to remind people about the nature of the changes, the expectations and the progress that is being made.

In today's changing business environment, employees quickly lose their motivation if they are not involved and kept informed of changes going on around them. The less they are informed, the more it will have a negative impact on their performance. Your silence will undoubtedly be misinterpreted. They may believe you are hiding some other significant changes, especially when it comes to their job security. With open communication, you will build the most important link between you and your people—one of trust.

Communicate what you know and, as uncomfortable as it may be, communicate what you don’t know. “I promise you I will make every effort to drive business growth. I do not want to have to let a single person lose their job from here on. I’m not sure this new competitive strategy will carry us through, but I’m going to make every effort to keep and even hire back the people we’ve had to let go.”  They will respect you for your honesty. Failing to address the difficult questions—questions people may already be asking each other and their peers, does not make the issues go away. Encourage every employee to talk to you about any concerns they may have. Establish a culture of open communication, where people feel free to speak up without fear of losing their jobs. Consistently ask for ideas and suggestions from employees. Encourage them to speak openly about every single thing that might hold your organization back. Ask them to come forward to identify any service flaws that might exist, any wasteful spending they see, ways to streamline operations and any other areas where you need help.

5. Introduce change gradually whenever possible.

While you may not genuinely have the time to move slowly, changing a situation too quickly will create chaos for your organization. You may feel your people are ready to respond to change, but they may not be able to absorb the changes as quickly as you like. It takes time to assimilate new information, learn new systems or procedures and to do things in a new and different way.  

Give your staff time to understand the first wave of changes before introducing more. There are some managers who prefer a single big macro change rather than several small ones. They feel if everyone learns the game plan all at once, they can get on with the business at hand. They believe that disruption continues during the change process whether the changes are big or small.

Unfortunately, the reality is that most people are shocked by any major change. The bigger the change, the bigger the shock. If there needs to be a major change, try to anticipate the reaction and prepare your staff to the best of your ability. This empathetic approach will help everyone concerned in the long run. You know your people, so think about what would be best for them.

Keep in mind that while you may be committed to the changes, others will not have had the time to recognize the problem and understand the need for the changes. You will be setting yourself up for misunderstanding. You must make sure they understand what your needs and expectations are. Try to introduce changes incrementally, if possible.  

Remember it's important to move at a pace that will ensure you meet your business goals while giving your people the opportunity to process the changes for themselves. 
 


6. Be in tune to difficulties some may be experiencing.

Recognize that change affects each individual differently. Some people are more adaptable than others. Many top performers will roll up their sleeves to make things work, moving out of their comfort zone instantly. Others may be completely overwhelmed. Let them know you understand the challenges they are facing and that you are there to help them through it. Here, remember the importance of open communication. Keep your door open to allow people to come in to discuss any apprehension. Provide a comfortable environment where people can air their concerns.

7.  Manage resistance.

Human beings are basically creatures of habit. They like doing things the same way. Doing things differently takes them out of their comfort zones. Some employees may resist and hold back their team and, consequently, your company. Talk to any person who comes to work with a chip on his or her shoulder. Ask the person who is making negative remarks and pulling down morale to refrain from doing so. Explain that everyone is working hard to pull together and deliver their best performance each day. Ask them what you can do to help them adjust and adapt to the changes that are occurring.

8.  Be a role model.

It is up to you as their leader to maintain employee morale through change. Set the tone; be a role model and be an example for others to follow. During tough times, people will always watch how their leader is acting. Don’t let your guard down when it comes to your attitude. When the economy is down, you have to be up.

9.  Take the time to train.

To reduce the loss of productivity during change, make sure your people have the necessary skills to succeed. Training must be a top priority. The time and money you invest in training will eventually pay off in increased profits and service quality. Work with your HR department. As you look at the changes you plan to implement, ask yourself these training-related questions:

• What is the level of competence needed to support the changes in our company and help us make it through these challenging times?

• What training will be needed to bring the staff up to that level of competence?

• What training is needed on new products and procedures?

Don't treat training as though it is the flu—if your staff hangs around together long enough, they will catch it. Training is the vaccine that helps to eliminate the stress common during change. It demonstrates that you appreciate your employees’ efforts, want them to feel as though they are a strong part of your team and also that you plan on keeping them working for you. In essence, training gives your employees a “shot in the arm.”

10.  Alleviate job pressure.

Meeting the demands placed upon people during the change process requires managing job pressure for yourself and others. What is occurring in business today is serious, but the stress can be reduced by keeping an effort to maintain high morale. For example, one business owner holds an annual employee appreciation event. Employees and their families are included as well as customers’ families.

In spite of the tough economy, this smart business owner recognizes the importance of continuing this management/employee and customer relationship-building activity. His policy is to treat his employees as well as he treats his best customers.

Another way to alleviate job pressure is to find simple ways to celebrate even the smallest successes. They will pay off big.

The best way to alleviate job pressure is to be the best boss you can be. If you are respected and admired by your employees, they will perform for you. Make your employees feel they are working with you, and not for you.


The Bottom Line

Now for the final issue: Making those hard choices, meeting your challenges head on and adapting to change with new ways of doing business is the only way to go. Will you choose to be like the chameleon, which can quickly adapt to a changing environment? Or, will you choose to follow in the path of the once powerful Tyrannosaurus Rex that became extinct because it could not respond to a changing environment? Putting it this way, the answer seems easy. No one wants to be extinct. Unfortunately, we sometimes (even unknowingly) put up our own roadblocks to success. We wait for things to turn around, complain loudly, and refuse to take on the challenge. We simply can’t adapt. The truth is that the specialty-equipment industry and business environment has changed; it’s business not as usual. The smartest manufacturers, distributors, retailers and related business owners have successfully implemented changes in their businesses to create and sustain success.

We can choose to embrace new ways of doing business or be left behind. Can you rise to meet the challenges?

About the Author: Christine Corelli of Christine Corelli & Associates Inc., is the author of the book, Wake Up and Smell the Competition. She is slated to speak at the SEMA Show, October 30. She can be reached at 847-581-9968 or via her website at  www.christinespeaks.com.

	Christine Corelli

Author and speaker Christine Corelli will be a featured presenter at the SEMA Show, Tuesday, October 30, at 9:30 a.m. Don't miss her session, "Wake Up & Smell the Competition."

If there's one word that captures the essence of what is occurring in the world today, it's “change.” Downsizing, reorganizing and cutting costs are now the norm when it comes to surviving during an unstable economy.

No industry is exempt; there are no sacred cows. Even the most venerable and conservative institutions are undergoing significant change just to survive. In spite of the improvement that many specialty-equipment manufacturers, distributors and retailers are reporting, a full recovery is not predicted to occur in the immediate future.  

The Challenge of Change

No one likes the changes that have occurred—least of all business owners—especially when it is a negative turn of events that dramatically impacts their bottom line. The difficulty is even pronounced after an era of relatively solid growth and strong revenues. Unfortunately, while it may not be easy, every business owner and manager needs to deal with it the best that they can.

For those who have made a conscious decision to make it though these tough times, their survival instincts have kicked in. They have decided to meet these challenges head on and move forward. They have assessed what changes they can control and which ones they cannot. By adopting this mindset, they are in a better position to meet additional challenges they will confront as they strive to carry their business into a more successful future.

Making Hard Choices

Today’s business owners will have to get even tougher to make the hard choices and difficult decisions that will continue to face them in the months ahead. They will have to dig in their heels and fight.

Accepting that the world has changed and knowing that the organization must change as well is the first step in a long process. What worked in the past will not necessarily work in the new business environment. Smarter decisions will have to be made, new ways of doing business will have to be uncovered and the required organizational changes will have to be made to ensure survival and what constitutes the new success.  

Managing Change Effectively

Once decisions are made, whether it’s more reorganization, diversifying, new business models, new strategies to increase productivity and profitability, and drive higher performance, the next challenge is implementing the changes throughout the business. This is, of course, a key responsibility for executives, managers and business owners. If the necessary changes are not managed correctly, the result can be a distraught organization filled with a disgruntled staff, exhibiting poor performance and only average customer service. All this inevitably leads to greater loss in revenues and lower profit margins.  

Ten ways to implement change successfully:

1. Communicate the reason for your hard choices and the changes you need to make.

Communication is always important, but it is critical in a changing business environment. Make every effort to ensure that all employees understand the hard choices you’ve had to make and how difficult it has been for you, personally. They will respect you for it. Talk to them about your competitive strategy and the changes you want to make. Make them a part of it so that they can assume a degree of ownership in the situation. Ask for their ideas and input.

Communicate your goals and direction to every level of the company. Use sincere language, such as: "I fully understand that things are different from what they have been in the past, but I'm committed to ensuring that we make it through these tough times, and I'm counting on you to help me make it happen. Here's what I need from you..."  Then tell them.

While every business leader has their own communication style, the following are examples of how to best communicate:

• “We need everyone to give their full support to our sales team. Without more sales, we cannot move forward.” Then, ask the sales team to come forward and have a candid conversation about how everyone can help them in their efforts to win new sales and maintain loyal customers.

• “We need to deliver superior customer service on a continuous basis and develop a reputation for it. If we don’t, we will surely not be able to compete in today’s changing marketplace. Customers are more service-savvy than ever.”

• “We need everyone to display initiative beyond their job description. I realize that means doing more, but I know that you can do it, and we’ll do our best to be supportive and helpful to each other.”

• “We need to be accountable to each other, not only for our performance and the level of service we provide to customers and each other, but also for the attitude we bring to work with us each day.” Then, facilitate a discussion. Ask them to be specific as they write down ways they will agree to be accountable.  

• “We need to stay positive and maintain high morale. I know it’s been tough, but together we’ll see progress.”

• “We need new ideas, and we need to implement those ideas. Let’s hear them.”

• “We need everyone to promote our business. Everyone’s in sales!”

2.  Involve your management team in strategic planning and develop them to be change coaches.

Your entire management team needs to be involved with creating your competitive strategy and on board with the changes you want to implement. Share the role you expect them to have and provide a detailed set of actions. Make sure they understand that they are the coaches that will spur the team forward, and their job is to ensure your entire team is aligned with your competitive strategy. Remind them to think and act as dynamic leaders who will provide the inspiration and encouragement to your entire workforce.

3.  Establish a “change” team.

Follow the example of smart companies who create teams to assist in this area. Appoint top performers to be on your “change” team to lead the way to deploy the change-management process. Let them know you understand that they already have a heavy workload, but you are confident they can help make a difference in your company. Choose people who have high levels of credibility in the company; give them direct access to customers. Let the team know it is expected to help identify problems and focus on offering solutions. Use the motto, "For every problem there is a solution," not only with your team, but also throughout the company.

As problems occur during the onset of change implementation, ask the team to help. New ways of doing things rarely occur without glitches, so ask them to brainstorm ways to identify and solve problems even before they present themselves.
 


4. Establish an atmosphere and culture of open communication.

Open communication is important in every organization at all times. It becomes even more critical when implementing change. As you begin planning organizational changes, consider developing a concurrent communication strategy to remind people about the nature of the changes, the expectations and the progress that is being made.

In today's changing business environment, employees quickly lose their motivation if they are not involved and kept informed of changes going on around them. The less they are informed, the more it will have a negative impact on their performance. Your silence will undoubtedly be misinterpreted. They may believe you are hiding some other significant changes, especially when it comes to their job security. With open communication, you will build the most important link between you and your people—one of trust.

Communicate what you know and, as uncomfortable as it may be, communicate what you don’t know. “I promise you I will make every effort to drive business growth. I do not want to have to let a single person lose their job from here on. I’m not sure this new competitive strategy will carry us through, but I’m going to make every effort to keep and even hire back the people we’ve had to let go.”  They will respect you for your honesty. Failing to address the difficult questions—questions people may already be asking each other and their peers, does not make the issues go away. Encourage every employee to talk to you about any concerns they may have. Establish a culture of open communication, where people feel free to speak up without fear of losing their jobs. Consistently ask for ideas and suggestions from employees. Encourage them to speak openly about every single thing that might hold your organization back. Ask them to come forward to identify any service flaws that might exist, any wasteful spending they see, ways to streamline operations and any other areas where you need help.

5. Introduce change gradually whenever possible.

While you may not genuinely have the time to move slowly, changing a situation too quickly will create chaos for your organization. You may feel your people are ready to respond to change, but they may not be able to absorb the changes as quickly as you like. It takes time to assimilate new information, learn new systems or procedures and to do things in a new and different way.  

Give your staff time to understand the first wave of changes before introducing more. There are some managers who prefer a single big macro change rather than several small ones. They feel if everyone learns the game plan all at once, they can get on with the business at hand. They believe that disruption continues during the change process whether the changes are big or small.

Unfortunately, the reality is that most people are shocked by any major change. The bigger the change, the bigger the shock. If there needs to be a major change, try to anticipate the reaction and prepare your staff to the best of your ability. This empathetic approach will help everyone concerned in the long run. You know your people, so think about what would be best for them.

Keep in mind that while you may be committed to the changes, others will not have had the time to recognize the problem and understand the need for the changes. You will be setting yourself up for misunderstanding. You must make sure they understand what your needs and expectations are. Try to introduce changes incrementally, if possible.  

Remember it's important to move at a pace that will ensure you meet your business goals while giving your people the opportunity to process the changes for themselves. 
 


6. Be in tune to difficulties some may be experiencing.

Recognize that change affects each individual differently. Some people are more adaptable than others. Many top performers will roll up their sleeves to make things work, moving out of their comfort zone instantly. Others may be completely overwhelmed. Let them know you understand the challenges they are facing and that you are there to help them through it. Here, remember the importance of open communication. Keep your door open to allow people to come in to discuss any apprehension. Provide a comfortable environment where people can air their concerns.

7.  Manage resistance.

Human beings are basically creatures of habit. They like doing things the same way. Doing things differently takes them out of their comfort zones. Some employees may resist and hold back their team and, consequently, your company. Talk to any person who comes to work with a chip on his or her shoulder. Ask the person who is making negative remarks and pulling down morale to refrain from doing so. Explain that everyone is working hard to pull together and deliver their best performance each day. Ask them what you can do to help them adjust and adapt to the changes that are occurring.

8.  Be a role model.

It is up to you as their leader to maintain employee morale through change. Set the tone; be a role model and be an example for others to follow. During tough times, people will always watch how their leader is acting. Don’t let your guard down when it comes to your attitude. When the economy is down, you have to be up.

9.  Take the time to train.

To reduce the loss of productivity during change, make sure your people have the necessary skills to succeed. Training must be a top priority. The time and money you invest in training will eventually pay off in increased profits and service quality. Work with your HR department. As you look at the changes you plan to implement, ask yourself these training-related questions:

• What is the level of competence needed to support the changes in our company and help us make it through these challenging times?

• What training will be needed to bring the staff up to that level of competence?

• What training is needed on new products and procedures?

Don't treat training as though it is the flu—if your staff hangs around together long enough, they will catch it. Training is the vaccine that helps to eliminate the stress common during change. It demonstrates that you appreciate your employees’ efforts, want them to feel as though they are a strong part of your team and also that you plan on keeping them working for you. In essence, training gives your employees a “shot in the arm.”

10.  Alleviate job pressure.

Meeting the demands placed upon people during the change process requires managing job pressure for yourself and others. What is occurring in business today is serious, but the stress can be reduced by keeping an effort to maintain high morale. For example, one business owner holds an annual employee appreciation event. Employees and their families are included as well as customers’ families.

In spite of the tough economy, this smart business owner recognizes the importance of continuing this management/employee and customer relationship-building activity. His policy is to treat his employees as well as he treats his best customers.

Another way to alleviate job pressure is to find simple ways to celebrate even the smallest successes. They will pay off big.

The best way to alleviate job pressure is to be the best boss you can be. If you are respected and admired by your employees, they will perform for you. Make your employees feel they are working with you, and not for you.


The Bottom Line

Now for the final issue: Making those hard choices, meeting your challenges head on and adapting to change with new ways of doing business is the only way to go. Will you choose to be like the chameleon, which can quickly adapt to a changing environment? Or, will you choose to follow in the path of the once powerful Tyrannosaurus Rex that became extinct because it could not respond to a changing environment? Putting it this way, the answer seems easy. No one wants to be extinct. Unfortunately, we sometimes (even unknowingly) put up our own roadblocks to success. We wait for things to turn around, complain loudly, and refuse to take on the challenge. We simply can’t adapt. The truth is that the specialty-equipment industry and business environment has changed; it’s business not as usual. The smartest manufacturers, distributors, retailers and related business owners have successfully implemented changes in their businesses to create and sustain success.

We can choose to embrace new ways of doing business or be left behind. Can you rise to meet the challenges?

About the Author: Christine Corelli of Christine Corelli & Associates Inc., is the author of the book, Wake Up and Smell the Competition. She is slated to speak at the SEMA Show, October 30. She can be reached at 847-581-9968 or via her website at  www.christinespeaks.com.

	The Global Tire Expo—Powered by TIA will include "TPMS Best Practices: A Town Hall Meeting," an educational seminar that will provide a wealth of information on standard operating procedures that will help to ensure that tire-pressure monitoring systems (TPMS) will create profits for their dealership.

The Tire Industry Association (TIA) has announced the speaker lineup for its educational seminar, "TPMS Best Practices: A Town Hall Meeting," at the Global Tire Expo—Powered by TIA during the 2012 SEMA Show. The seminar is scheduled for Tuesday, October 30, beginning at 10:00 a.m. in the Las Vegas Convention Center.

The seminar will provide attendees with a wealth of information on standard operating procedures, ensuring that tire-pressure monitoring systems (TPMS) will create profits for their dealership. This gathering of industry experts is designed to provide attendees with one voice on how to properly service and maintain these systems. Global Tire Expo (GTE) attendees will also hear from the OE side of TPMS and get a look into its future. All aspects of the TPMS industry are represented at this panel. They agree that the industry needs a unified voice, designed to offer standard recommendations, in order to make TPMS service less confusing. All of TIA’s speakers agree that no matter what products tire dealers utilize, the need for proper and consistent training is the key to being successful.

Mark Becker has been the senior manager and plant manager for 22 years at Pacific Manufacturing Ohio Inc. During his time with the company, he has acted as the TPMS liaison, and he has been responsible for sales, quality, production and engineering activities for its original equipment manufacturers and aftermarket in North America.

John Rice is the TPMS/Technologies marketing manager for 31 Incorporated. He has in-depth knowledge of tire-pressure monitoring systems and tools, and he has trained the sales and technical support staffs of numerous leading automotive aftermarket companies. Prior to joining 31 Inc., Rice held similar roles with Spectrum Composites Inc. and K-Tool International, leading national sales teams focused of the successful introduction/growth on the T.I.P.S. and KTip.s.t Tools for servicing direct-type TPMS.

Brian Rigney has 12 years of experience in TPMS working for Eaton Corp. and Dill Air Controls. Rigney is the president of Dill, a company that manufactures and distributes TPMS service kits, valve stems, replacement sensors and mechanical tools. He has been involved in TPMS from a design perspective as a product engineer, from a training perspective by managing customer accounts, and from an overall strategy perspective by working with customers to grow the product line and help educate employees and consumers on this important safety system.

Tony Davenport has gained extensive global OE, as well as TPMS experience, while working in production management, program management and sales roles within Schrader since 2001. He led the development of Schrader’s EZ-Sensor product line from concept to launch. Davenport’s experience in both the OE and aftermarket brings a wealth of TPMS knowledge to the team.

Jean-Christophe Deniau, Ph.D. has been working at Continental (formerly Siemens VDO) since 2000 as an OE system engineer, project manager and leading technical expert. There, he has been involved in tire-pressure monitoring sensor and systems definitions, developments, validations and implementations. His customers include Ford, Chrysler, GM, Hyundai, Kia, Honda, Nissan, Mitsubishi, Mercedes, BMW, Volvo, Jaguar, Land Rover, Mazda, Suzuki and VW. Dr. Deniau has also been involved with the aftermarket's tire-pressure monitoring system replacement parts category to support and later to design VDO REDI-Sensor.

Steve Landis joined the aftermarket segment of Continental (formerly Siemens VDO) in 2005 as a product manager. He is responsible for the development, coordination and overall program management of the tire-pressure monitoring system replacement parts category in NAFTA, including the industry VDO REDI-Sensor.

Joe Donehue has more than 30 years of automotive and tire retailing experience. He also acted as the past general manager of TPMS manufacturer/distributor Orange Electronic USA and TPMS program manager for Belle Tire Distributors Inc. In 2010, he established Tiremetrix and developed TPMS Manager information software for the tire retailing industry and product partnership with the Tire Industry Association. Donehue has extensive knowledge of mandated TPMS systems, TPMS manufacturers and suppliers.

Stuart Ferguson, vice president of business development from Alligator has more than 25 years of experience in the field of automotive electronics. He has worked in the field of TPMS for eight years with a technology startup to develop core technology for TPMS sensors targeted at all major automotive Tier 1 and OE suppliers worldwide. At Alligator, he used this background and knowledge during the past three years to help develop replacement market solutions which are focused on simplifying the process of servicing TPMS in the tire shop environment.

Carl Wacker has been in the automotive electronics industry for more than 25 years. He has experience in electronics design, manufacturing, quality engineering, logistics, as well as sales and marketing. Wacker joined Schrader Electronics at the infancy of the tire-pressure monitoring market and has established himself as one of the primary experts in this field. Prior to working for Schrader Electronics, Wacker held a variety of positions at General Motors for more than 10 years. He is currently the vice president of global sales and marketing for Schrader Electronics.

Scot Holloway, CEO of Bartec USA, is a leading authority in tire-pressure monitoring systems tools and solutions. With more than seven years of experience in this aftermarket category, Holloway offers insight and valuable information relative to TPMS technology, tools and solutions for both the original equipment and aftermarket sectors. Holloway holds a bachelor of business administration degree from Northwood University and is a TIA-Certified ATS Advanced Instructor. The Bartec Group of companies have long been leaders in TPMS with installations worldwide for all varieties of makes and models.

Ros Rodrigues, senior account manager for TRW Automotive - Parts and Service North America, is the lead commercial contact for the independent aftermarket for all issues related to TRW electronic products. Rodrigues works closely with the TRW OE TPMS engineering team and the aftermarket product team to ensure that service replacement parts are made available to the various channels of distribution. In a previous role, Rodrigues spent many years in the service industry providing technical training to service distributors.

Russ Fuller, president of Revolution Supply - Oro-Tek TPMS, Ermald Muca, the regional sales manager of ATEQ Corp., and Sean MacKinnon, director of automotive training development with the Tire Industry Association, will also be in attendance to give their expert advice.

Beginning with TIA’s special events on October 29 at the Cosmopolitan of Las Vegas, the Global Tire Expo at the 2012 SEMA Show runs from October 30–November 2, at the Las Vegas Convention Center. For the latest Expo information updates, and how to register, visit the “Events” section of www.tireindustry.org.

	The Global Tire Expo—Powered by TIA will include "TPMS Best Practices: A Town Hall Meeting," an educational seminar that will provide a wealth of information on standard operating procedures that will help to ensure that tire-pressure monitoring systems (TPMS) will create profits for their dealership.

The Tire Industry Association (TIA) has announced the speaker lineup for its educational seminar, "TPMS Best Practices: A Town Hall Meeting," at the Global Tire Expo—Powered by TIA during the 2012 SEMA Show. The seminar is scheduled for Tuesday, October 30, beginning at 10:00 a.m. in the Las Vegas Convention Center.

The seminar will provide attendees with a wealth of information on standard operating procedures, ensuring that tire-pressure monitoring systems (TPMS) will create profits for their dealership. This gathering of industry experts is designed to provide attendees with one voice on how to properly service and maintain these systems. Global Tire Expo (GTE) attendees will also hear from the OE side of TPMS and get a look into its future. All aspects of the TPMS industry are represented at this panel. They agree that the industry needs a unified voice, designed to offer standard recommendations, in order to make TPMS service less confusing. All of TIA’s speakers agree that no matter what products tire dealers utilize, the need for proper and consistent training is the key to being successful.

Mark Becker has been the senior manager and plant manager for 22 years at Pacific Manufacturing Ohio Inc. During his time with the company, he has acted as the TPMS liaison, and he has been responsible for sales, quality, production and engineering activities for its original equipment manufacturers and aftermarket in North America.

John Rice is the TPMS/Technologies marketing manager for 31 Incorporated. He has in-depth knowledge of tire-pressure monitoring systems and tools, and he has trained the sales and technical support staffs of numerous leading automotive aftermarket companies. Prior to joining 31 Inc., Rice held similar roles with Spectrum Composites Inc. and K-Tool International, leading national sales teams focused of the successful introduction/growth on the T.I.P.S. and KTip.s.t Tools for servicing direct-type TPMS.

Brian Rigney has 12 years of experience in TPMS working for Eaton Corp. and Dill Air Controls. Rigney is the president of Dill, a company that manufactures and distributes TPMS service kits, valve stems, replacement sensors and mechanical tools. He has been involved in TPMS from a design perspective as a product engineer, from a training perspective by managing customer accounts, and from an overall strategy perspective by working with customers to grow the product line and help educate employees and consumers on this important safety system.

Tony Davenport has gained extensive global OE, as well as TPMS experience, while working in production management, program management and sales roles within Schrader since 2001. He led the development of Schrader’s EZ-Sensor product line from concept to launch. Davenport’s experience in both the OE and aftermarket brings a wealth of TPMS knowledge to the team.

Jean-Christophe Deniau, Ph.D. has been working at Continental (formerly Siemens VDO) since 2000 as an OE system engineer, project manager and leading technical expert. There, he has been involved in tire-pressure monitoring sensor and systems definitions, developments, validations and implementations. His customers include Ford, Chrysler, GM, Hyundai, Kia, Honda, Nissan, Mitsubishi, Mercedes, BMW, Volvo, Jaguar, Land Rover, Mazda, Suzuki and VW. Dr. Deniau has also been involved with the aftermarket's tire-pressure monitoring system replacement parts category to support and later to design VDO REDI-Sensor.

Steve Landis joined the aftermarket segment of Continental (formerly Siemens VDO) in 2005 as a product manager. He is responsible for the development, coordination and overall program management of the tire-pressure monitoring system replacement parts category in NAFTA, including the industry VDO REDI-Sensor.

Joe Donehue has more than 30 years of automotive and tire retailing experience. He also acted as the past general manager of TPMS manufacturer/distributor Orange Electronic USA and TPMS program manager for Belle Tire Distributors Inc. In 2010, he established Tiremetrix and developed TPMS Manager information software for the tire retailing industry and product partnership with the Tire Industry Association. Donehue has extensive knowledge of mandated TPMS systems, TPMS manufacturers and suppliers.

Stuart Ferguson, vice president of business development from Alligator has more than 25 years of experience in the field of automotive electronics. He has worked in the field of TPMS for eight years with a technology startup to develop core technology for TPMS sensors targeted at all major automotive Tier 1 and OE suppliers worldwide. At Alligator, he used this background and knowledge during the past three years to help develop replacement market solutions which are focused on simplifying the process of servicing TPMS in the tire shop environment.

Carl Wacker has been in the automotive electronics industry for more than 25 years. He has experience in electronics design, manufacturing, quality engineering, logistics, as well as sales and marketing. Wacker joined Schrader Electronics at the infancy of the tire-pressure monitoring market and has established himself as one of the primary experts in this field. Prior to working for Schrader Electronics, Wacker held a variety of positions at General Motors for more than 10 years. He is currently the vice president of global sales and marketing for Schrader Electronics.

Scot Holloway, CEO of Bartec USA, is a leading authority in tire-pressure monitoring systems tools and solutions. With more than seven years of experience in this aftermarket category, Holloway offers insight and valuable information relative to TPMS technology, tools and solutions for both the original equipment and aftermarket sectors. Holloway holds a bachelor of business administration degree from Northwood University and is a TIA-Certified ATS Advanced Instructor. The Bartec Group of companies have long been leaders in TPMS with installations worldwide for all varieties of makes and models.

Ros Rodrigues, senior account manager for TRW Automotive - Parts and Service North America, is the lead commercial contact for the independent aftermarket for all issues related to TRW electronic products. Rodrigues works closely with the TRW OE TPMS engineering team and the aftermarket product team to ensure that service replacement parts are made available to the various channels of distribution. In a previous role, Rodrigues spent many years in the service industry providing technical training to service distributors.

Russ Fuller, president of Revolution Supply - Oro-Tek TPMS, Ermald Muca, the regional sales manager of ATEQ Corp., and Sean MacKinnon, director of automotive training development with the Tire Industry Association, will also be in attendance to give their expert advice.

Beginning with TIA’s special events on October 29 at the Cosmopolitan of Las Vegas, the Global Tire Expo at the 2012 SEMA Show runs from October 30–November 2, at the Las Vegas Convention Center. For the latest Expo information updates, and how to register, visit the “Events” section of www.tireindustry.org.

	Phil Burke of Considine Sales & Marketing recently announced his retirement after 40 years of working in the automotive market.

Considine Sales & Marketing's Phil Burke Announces Retirement
Phil Burke of Considine Sales & Marketing has announced his retirement after more than 40 years in the automotive industry. Considine reported that Burke spent his career servicing his accounts and manufacturers with integrity and a slightly warped sense of humor, character traits that the team at Considine had come to respect and love. Burke's immediate plans for his retirement are to travel and spend time with his family. 

Classic Instruments Receives Manufacturer of the Year Award at NSRA Street Rod Nationals
Classic Instruments received the Manufacturer of the Year Award at the National Street Rod Association's (NSRA) Street Rod Nationals show in Louisville, Kentucky. The award is given to a company that has made outstanding contributions to the advancement of the street-rodding sport. Classic Industries announced that the company is very pleased to be recognized for its efforts and involvement with the automotive community and looks forward to continuing to serve the industry for years to come. 

CargoGlide Adds National and International Distributors
CargoGlide announced that several national and international distributors have recently signed on to carry the company's line of bedslide solutions for pickups, vans and SUVs. Recently added distributors include USA's Nelson Truck Equipment, Titan Truck, TPM Distributing, Adanac Inc. (Montreal, Quebec) and Truck Tops UK.

From left to right: President of Galpin Motors, Bert Boeckmann, with sons and company vice presidents, Brad Boeckmann and Beau Boeckmann with the late Carroll Shelby in the Galpin Ford showroom. Photo Credit: Galpin Motors

Galpin Auto Sports Named Authorized Shelby Mod Shop
Galpin Auto Sports has signed an agreement with Shelby American to become the only authorized Shelby Mod Shop in the western United States. Galpin Auto Sports can now take any Shelby car, upgrade the performance and styling and the work is endorsed by Shelby American. Any modifications performed will be documented in the Shelby Registry that chronicles the entire life of a Shelby vehicle.

"We are honored to become a Shelby Mod Shop," said Beau Boeckmann, president of Galpin Auto Sports. "My father and Carroll's relationship goes back 50 years, when Galpin Ford became the first Shelby dealer in California. Carroll Shelby was a dear friend, and we miss him tremendously. He was always looking to the future, so, for us, this is a way we can continue his legacy by building amazing cars that honor him."

Meguiar's Announces "Like Your Car Clean Sweeps Giveaway"
Meguiar's is giving Facebook fans and auto enthusiasts  a chance to win a variety of the company's car care products through its online "Like Your Car Clean Sweeps Giveaway." Running through September 28, enthusiasts can enter the contest by "liking" Meguiar's Facebook fan page and completing the official entry form. According to the company, prize packages will be revealed as the contest continues and will increase in size and value with each new fan.

	Formula Drift Holdings President and Co-founder Jim Liaw, along with Kenji Sumino (GReddy Performance Products), Steve Hatanaka (Scion) and Ken Gushi (Formula Drift Pro Driver), recently talked about the importance of auto safety to the classmates of Liaw's daughter at her school in Huntington Beach, California.

Formula Drift Holdings President and Friends Teach Students the Importance of Vehicle Safety
Formula Drift Holdings President and Co-founder Jim Liaw, along with Kenji Sumino (GReddy Performance Products), Steve Hatanaka (Scion) and Ken Gushi (Formula Drift Pro Driver), recently talked to the classmates of Liaw's daughter at her school in Huntington Beach, California. Liaw and his friends also brought with them the all new Formula Drift pro competition spec 2013 Scion FR-S. The students were on hand to see Gushi drive up to the front of the school and get out in his full race suit. They learned about seat belts and how important it is for a race car driver, as well as the kids, to buckle up when in a car; how helmets protect race car drivers, bicyclists and skateboarders; the child car seats and how just like for a race car driver, the seat is made for safety; and overall safety and how to be safe wherever they go and whatever they do. The children were all invited to sit in the driver’s seat of the ’13 Scion FR-S to feel the race seat and belts. 

CORSA Performance Exhausts Sponsors Dyno Challenge at Lingenfelter Performance Nationals
CORSA Performance Exhausts will install its exhaust systems onsite at the inaugural Lingenfelter Performance Nationals event, September 21–23, at the Summit Motorsports Park in Norwalk, Ohio. Lingenfelter Performance Nationals features drag racing, autocross, car show, speed stop challenge, countryside cruise and a manufacturer's midway. CORSA will perform installations on behalf of Lingenfelter and will also the sponsor of the CORSA Performance Exhaust Dyno Challenge, running 9:00 a.m.–5:00 p.m., on Friday and Saturday, and 9:00 a.m.–2:00 p.m. on Sunday in the pits on the Budweiser side of the track. 

	More than 300 motorsports professionals and fans paid tribute to Linda Vaughn at the Lucas Family Estate in Carmel, Indiana, Wednesday, August 29. Photo credit: Dean Weasner/Quarter Mile Foundation.

More Than 300 Attendees Pay Tribute to Linda Vaughn
The Sports Palace at the Lucas Family Estate in Carmel, Indiana, was filled to capacity Wednesday, August 29, with more than 300 attendees, who paid tribute to Linda Vaughn—the “Queen of Speed.” The overall tone of the roasters was one of respect, admiration and love for one of motorsports’ most beloved icons. There were funny stories, but many were tributes to Vaughn’s unwavering love of the motorsports and performance aftermarket communities.

Presented by the Quarter Mile Foundation and emceed by Bob Frey, the event was a fundraising effort for the Foundation and to assist Linda. The room was a mixture of figures from many motorsports disciplines—drag racing, open wheel, stock car, road racing and fans. The evening opened with a surprise, as Darrell Gwynn came into the room dressed in drag as Linda, complete with the Hurst shifter arching up from the back of his electric wheelchair.

Starting with Jack (“Doc”) Watson, the list of roasters who followed featured motorsports and performance aftermarket legends, including Paul Candies, Jeg Coughlin Jr., Bob Glidden, Lyn St. James, Corky Coker, John Force, Bob Bruegging, Chip Ganassi and John Menzler. Each related his or her personal stories of Vaughn, and how her connections helped influence their lives or those of friends.

The Linda Vaughn Tribute Roast will be available on a DVD through the Quarter Mile Foundation’s website.

	The ACAT Global Ferrari 575 recently broke the 200-mph mark at the Bonneville Salt Flats during Bonneville Speedweek in Utah, with an "official" speed of 200.206 mph. Photo credit: Vivien Killilea.

ACAT Global Ferrari Breaks 200 MPH at Utah Salt Flats During Bonneville Speedweek
The Advanced Clean Air Technologies (ACAT) Global Ferrari 575 recently broke the 200-mph mark at the Bonneville Salt Flats during Bonneville Speedweek in Utah, with an "official" speed of 200.206 mph. Designed in conjunction with Jim Busby's JBR Motorsports, the stock production Ferrari 575 was equipped with an ACAT Global catalytic converter.

Breaking the 200-mph mark within the Grand Touring class places the ACAT Ferrari 575 and driver Joe W. Moch in a qualifying position for the World Speed Finals, once again at the Bonneville Salt Flats, October 3–6.

Brembo Awards Montezemolo at 83° Italy Grand Prix
During the official qualifying day of the 83° edition of the Italy Grand Prix at Monza, Brembo Chairman Alberto Bombassei and Formula One Management Limited (FOM) Chairman Bernie  Ecclestone gave the 2012 Bernie Ecclestone Award to Ferrari’s Luca Cordero di Montezemolo.

Since 1975, Brembo has achieved 17 Drivers World Championships and 22 Constructors World Championships: 14 with Scuderia Ferrari, three with McLaren Honda, two with Benetton, two with Red Bull Racing and one with Brawn GP.

	More than 300 motorsports professionals and fans paid tribute to Linda Vaughn at the Lucas Family Estate in Carmel, Indiana, Wednesday, August 29. Photo credit: Dean Weasner/Quarter Mile Foundation.

More Than 300 Attendees Pay Tribute to Linda Vaughn
The Sports Palace at the Lucas Family Estate in Carmel, Indiana, was filled to capacity Wednesday, August 29, with more than 300 attendees, who paid tribute to Linda Vaughn—the “Queen of Speed.” The overall tone of the roasters was one of respect, admiration and love for one of motorsports’ most beloved icons. There were funny stories, but many were tributes to Vaughn’s unwavering love of the motorsports and performance aftermarket communities.

Presented by the Quarter Mile Foundation and emceed by Bob Frey, the event was a fundraising effort for the Foundation and to assist Linda. The room was a mixture of figures from many motorsports disciplines—drag racing, open wheel, stock car, road racing and fans. The evening opened with a surprise, as Darrell Gwynn came into the room dressed in drag as Linda, complete with the Hurst shifter arching up from the back of his electric wheelchair.

Starting with Jack (“Doc”) Watson, the list of roasters who followed featured motorsports and performance aftermarket legends, including Paul Candies, Jeg Coughlin Jr., Bob Glidden, Lyn St. James, Corky Coker, John Force, Bob Bruegging, Chip Ganassi and John Menzler. Each related his or her personal stories of Vaughn, and how her connections helped influence their lives or those of friends.

The Linda Vaughn Tribute Roast will be available on a DVD through the Quarter Mile Foundation’s website.

	The ACAT Global Ferrari 575 recently broke the 200-mph mark at the Bonneville Salt Flats during Bonneville Speedweek in Utah, with an "official" speed of 200.206 mph. Photo credit: Vivien Killilea.

ACAT Global Ferrari Breaks 200 MPH at Utah Salt Flats During Bonneville Speedweek
The Advanced Clean Air Technologies (ACAT) Global Ferrari 575 recently broke the 200-mph mark at the Bonneville Salt Flats during Bonneville Speedweek in Utah, with an "official" speed of 200.206 mph. Designed in conjunction with Jim Busby's JBR Motorsports, the stock production Ferrari 575 was equipped with an ACAT Global catalytic converter.

Breaking the 200-mph mark within the Grand Touring class places the ACAT Ferrari 575 and driver Joe W. Moch in a qualifying position for the World Speed Finals, once again at the Bonneville Salt Flats, October 3–6.

Brembo Awards Montezemolo at 83° Italy Grand Prix
During the official qualifying day of the 83° edition of the Italy Grand Prix at Monza, Brembo Chairman Alberto Bombassei and Formula One Management Limited (FOM) Chairman Bernie  Ecclestone gave the 2012 Bernie Ecclestone Award to Ferrari’s Luca Cordero di Montezemolo.

Since 1975, Brembo has achieved 17 Drivers World Championships and 22 Constructors World Championships: 14 with Scuderia Ferrari, three with McLaren Honda, two with Benetton, two with Red Bull Racing and one with Brawn GP.

	B Rod or Custom's Pinewood Builders Challenge entry this year resembled a Salt Flats race car.

Some of the nation’s best custom-car and hot-rod builders recently took part in the third-annual Hot Rod Industry Alliance (HRIA) Pinewood Builders Challenge. Fifteen well-known builders created one-of-a-kind miniature hot rods in the style of Pinewood derby cars. The cars were raced at the annual SEMA Pinewood Drag Races in Pomona, California, with the car built by Derek White of Street Vizions winning the race. All of these cars will be on display at the annual SEMA Show and then placed on eBay for auction from October 30–November 8. All proceeds from the auction will go to support SEMA Cares and its two children’s charities—Childhelp and Victory Junction.

Larry Burchett, owner of B Rod or Custom was one hot-rod builder who participated in the Pinewood Builders Challenge. Meet Larry:

Describe the inspirations behind the design of your Pinewood car.

My son PJ and I feel very honored that B Rod or Custom Inc. was asked to be part of this worthy effort to raise money for two great charities—Childhelp and Victory Junction. It is not very often that I have the luxury to afford to donate to charity or be able to build and give away a car that is an extension of our artistic abilities. So when I was approached at last year's HRIA Awards banquet to build a Pinewood car, my son and I jumped at the opportunity to participate.

	Larry and PJ Burchett.

Describe some of the materials and resources you used to build your car.

I have been a fan of Salt Flats race cars for as long as I can remember, so when PJ and I started planning the Pinewood car, two criteria had to be met—it was going to be the fastest and the best-looking car. So with speed and style in mind, I naturally thought of the cool cars that are raced on the Salt Flats each year, thus the inspiration for the B Rod Flyer.

Why is it important for you to participate in the Pinewood Challenge?

My approach to all of the projects at B Rod is pre-planning and research. And the first thing that I always try to do is get Eric Brockmeyer to reindeer my ideas. We have worked together on several projects in the past and, amazingly, he has always captured my vision in his drawings. Once the look was decided on, the sculpting began. Naturally, part of the Pinewood kit was used, i.e., the wood, but since I am not a woodworker, I did my finish work using materials that I work with each day—body filler and plastic. Next, I asked a friend, who happens to be an engineering professor at the University of Tennessee and also races cars, to suggest the best size and design for maximum wheel performance and weight distribution. Bearings were a critical part of my wheel equation and, again, a friend who owns a bearing company stepped up. And finally, for the maximum visual excitement, the car was painted with Dupont Base/Clear, hand pinstriped and custom graphics were designed to acknowledge the contributors who graciously donated their times and materials.

	B Rod or Custom's Pinewood Builders Challenge entry this year resembled a Salt Flats race car.

Some of the nation’s best custom-car and hot-rod builders recently took part in the third-annual Hot Rod Industry Alliance (HRIA) Pinewood Builders Challenge. Fifteen well-known builders created one-of-a-kind miniature hot rods in the style of Pinewood derby cars. The cars were raced at the annual SEMA Pinewood Drag Races in Pomona, California, with the car built by Derek White of Street Vizions winning the race. All of these cars will be on display at the annual SEMA Show and then placed on eBay for auction from October 30–November 8. All proceeds from the auction will go to support SEMA Cares and its two children’s charities—Childhelp and Victory Junction.

Larry Burchett, owner of B Rod or Custom was one hot-rod builder who participated in the Pinewood Builders Challenge. Meet Larry:

Describe the inspirations behind the design of your Pinewood car.

My son PJ and I feel very honored that B Rod or Custom Inc. was asked to be part of this worthy effort to raise money for two great charities—Childhelp and Victory Junction. It is not very often that I have the luxury to afford to donate to charity or be able to build and give away a car that is an extension of our artistic abilities. So when I was approached at last year's HRIA Awards banquet to build a Pinewood car, my son and I jumped at the opportunity to participate.

	Larry and PJ Burchett.

Describe some of the materials and resources you used to build your car.

I have been a fan of Salt Flats race cars for as long as I can remember, so when PJ and I started planning the Pinewood car, two criteria had to be met—it was going to be the fastest and the best-looking car. So with speed and style in mind, I naturally thought of the cool cars that are raced on the Salt Flats each year, thus the inspiration for the B Rod Flyer.

Why is it important for you to participate in the Pinewood Challenge?

My approach to all of the projects at B Rod is pre-planning and research. And the first thing that I always try to do is get Eric Brockmeyer to reindeer my ideas. We have worked together on several projects in the past and, amazingly, he has always captured my vision in his drawings. Once the look was decided on, the sculpting began. Naturally, part of the Pinewood kit was used, i.e., the wood, but since I am not a woodworker, I did my finish work using materials that I work with each day—body filler and plastic. Next, I asked a friend, who happens to be an engineering professor at the University of Tennessee and also races cars, to suggest the best size and design for maximum wheel performance and weight distribution. Bearings were a critical part of my wheel equation and, again, a friend who owns a bearing company stepped up. And finally, for the maximum visual excitement, the car was painted with Dupont Base/Clear, hand pinstriped and custom graphics were designed to acknowledge the contributors who graciously donated their times and materials.