SEMA News - September 2009

By Steve McDonald

U.S. Congressman and Lifelong Car Guy

U.S. Representative Bill Posey has been passionate about cars all his life, and he has been a friend to SEMA and auto enthusiasts throughout his political career, from his tenure in the Florida Legislature to his current position in the nation’s capital. Posey represents Florida’s 15th Congressional District, which encompasses most of Brevard County and includes Cape Canaveral and cities from Vero Beach to Palm Bay, Melbourne and Kissimmee. He was elected to the U.S. House of Representatives in 2008.

Currently, Posey serves on the House Financial Services Committee and its two subcommittees on capital markets and domestic monetary policy. Prior to being elected to Congress, Posey served for eight years in the Florida State House and another eight years in the Florida Senate, where he led the successful effort to reform Florida’s insurance laws to increase competition and lower rates.

SEMA and Posey have been well-acquainted from the time he served in the Florida State Senate. He was a charter member of SEMA’s State Automotive Enthusiasts Leadership Caucus and sponsored SEMA-model legislation in 2007 to amend the vehicle titling and registration classification for street rods and create a new classification for custom vehicles. In 2008, he introduced legislation to provide an exemption from the commercial motor carrier regulations for vehicles that occasionally transport personal property to a motorsports facility. Both bills were enacted into law.

Along with his political skills, Rep. Posey is an accomplished stock car racer, having received the “Short Track Driver Achievement” in memory of Davey and Clifford Allison and presented by Bobby and Judy Allison.

SEMA News recently spent a few minutes interviewing the Congressman from his Capitol Hill office.

SEMA News: Let’s talk about your love of cars and racing. What sparked your interest?

Bill Posey: It started when I was just a child. We lived in California, and my Dad took me to races at a track in Encino. I loved it, and we had a great time together. I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I bought my first car in 1962. It was a 1951 Ford flathead. Back then, you had to be 16 to race. I was only 15 and would sneak in and go a few laps before they stopped me. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.

SN: What cars have you been working on more recently?

BP: I sold off my race cars and moved into classic cars. I’ve mostly been involved in what they call the super-late models—cars of the last 20 years. Also, I would get fiberglass bodies of cars from the 1930s, put in a Chevy V8 motor and build around those. I enjoyed that quite a bit but eventually sold them. Today, I own three cars. I have a 2003 silver Mercury Marauder and a pewter 1966 Chevelle Malibu. I also have a gold 2005 GMC 1/2-ton.

SN: Switching gears, tell us how you got involved in politics?

BP: I never aspired to be in politics. It started when I attended a Rockledge city council meeting. I came away with the feeling that the whole business of running the city council and local government could really be done better. I was first elected to the city council and then won a seat in the Florida House and later the Florida Senate. I moved up the chain and devoted a lot of my attention to doing things better than they had been done before, while striving for efficiency and accountability. From the Florida Senate, I was elected to the U.S. Congress last year.

SN: What has been the most unusual or unexpected aspect of your life as a U.S. Congressman from Florida.

BP: I suppose there are many things, but the first thing that comes to mind is the cost of living in Washington, D.C. The city is a very expensive place to live as compared with our Florida home. My wife Katie and I have been married for 42 years, and in all that time, we have never had to share such a small living space.

SN: Let’s discuss some of your current duties. Health care reform is at the top of the Congressional agenda. What’s Bill Posey’s prescription for reform?

BP: There are many good options that have been put forward. We must begin by recognizing that 80% of Americans are happy with their current coverage, but 50% are concerned about the price. My priority for health care reform therefore starts with making coverage more affordable, then protecting patient choice, keeping the government out of medical decisions, and opposing mandates on employers.

	I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.” —Representative Bill Posey

BP: Improving affordability can be done through enhancing employer purchasing pools and by providing additional tax credits and deductions to individuals and small businesses. Also, more than eight million Americans have enrolled in Health Savings Accounts, which are getting good reviews from enrollees.

SN: What do you see as the biggest risks to the country and small business in this process of reform?

BP: Some in Washington want to scrap the current system and turn the health care system over to the government to run. Those who think this is a good idea need to consider closely the government’s track record. It has a poor track record and cannot figure out how to keep solvent the three programs they are already running: Medicare, Medicaid and the State Children’s Health Insurance Program. I don’t want rules that lead to the government making medical decisions and I don’t want new expensive mandates on employers. Those are the biggest risks in my view.

SEMA News - September 2009

By Steve McDonald

U.S. Congressman and Lifelong Car Guy

U.S. Representative Bill Posey has been passionate about cars all his life, and he has been a friend to SEMA and auto enthusiasts throughout his political career, from his tenure in the Florida Legislature to his current position in the nation’s capital. Posey represents Florida’s 15th Congressional District, which encompasses most of Brevard County and includes Cape Canaveral and cities from Vero Beach to Palm Bay, Melbourne and Kissimmee. He was elected to the U.S. House of Representatives in 2008.

Currently, Posey serves on the House Financial Services Committee and its two subcommittees on capital markets and domestic monetary policy. Prior to being elected to Congress, Posey served for eight years in the Florida State House and another eight years in the Florida Senate, where he led the successful effort to reform Florida’s insurance laws to increase competition and lower rates.

SEMA and Posey have been well-acquainted from the time he served in the Florida State Senate. He was a charter member of SEMA’s State Automotive Enthusiasts Leadership Caucus and sponsored SEMA-model legislation in 2007 to amend the vehicle titling and registration classification for street rods and create a new classification for custom vehicles. In 2008, he introduced legislation to provide an exemption from the commercial motor carrier regulations for vehicles that occasionally transport personal property to a motorsports facility. Both bills were enacted into law.

Along with his political skills, Rep. Posey is an accomplished stock car racer, having received the “Short Track Driver Achievement” in memory of Davey and Clifford Allison and presented by Bobby and Judy Allison.

SEMA News recently spent a few minutes interviewing the Congressman from his Capitol Hill office.

SEMA News: Let’s talk about your love of cars and racing. What sparked your interest?

Bill Posey: It started when I was just a child. We lived in California, and my Dad took me to races at a track in Encino. I loved it, and we had a great time together. I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I bought my first car in 1962. It was a 1951 Ford flathead. Back then, you had to be 16 to race. I was only 15 and would sneak in and go a few laps before they stopped me. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.

SN: What cars have you been working on more recently?

BP: I sold off my race cars and moved into classic cars. I’ve mostly been involved in what they call the super-late models—cars of the last 20 years. Also, I would get fiberglass bodies of cars from the 1930s, put in a Chevy V8 motor and build around those. I enjoyed that quite a bit but eventually sold them. Today, I own three cars. I have a 2003 silver Mercury Marauder and a pewter 1966 Chevelle Malibu. I also have a gold 2005 GMC 1/2-ton.

SN: Switching gears, tell us how you got involved in politics?

BP: I never aspired to be in politics. It started when I attended a Rockledge city council meeting. I came away with the feeling that the whole business of running the city council and local government could really be done better. I was first elected to the city council and then won a seat in the Florida House and later the Florida Senate. I moved up the chain and devoted a lot of my attention to doing things better than they had been done before, while striving for efficiency and accountability. From the Florida Senate, I was elected to the U.S. Congress last year.

SN: What has been the most unusual or unexpected aspect of your life as a U.S. Congressman from Florida.

BP: I suppose there are many things, but the first thing that comes to mind is the cost of living in Washington, D.C. The city is a very expensive place to live as compared with our Florida home. My wife Katie and I have been married for 42 years, and in all that time, we have never had to share such a small living space.

SN: Let’s discuss some of your current duties. Health care reform is at the top of the Congressional agenda. What’s Bill Posey’s prescription for reform?

BP: There are many good options that have been put forward. We must begin by recognizing that 80% of Americans are happy with their current coverage, but 50% are concerned about the price. My priority for health care reform therefore starts with making coverage more affordable, then protecting patient choice, keeping the government out of medical decisions, and opposing mandates on employers.

	I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.” —Representative Bill Posey

BP: Improving affordability can be done through enhancing employer purchasing pools and by providing additional tax credits and deductions to individuals and small businesses. Also, more than eight million Americans have enrolled in Health Savings Accounts, which are getting good reviews from enrollees.

SN: What do you see as the biggest risks to the country and small business in this process of reform?

BP: Some in Washington want to scrap the current system and turn the health care system over to the government to run. Those who think this is a good idea need to consider closely the government’s track record. It has a poor track record and cannot figure out how to keep solvent the three programs they are already running: Medicare, Medicaid and the State Children’s Health Insurance Program. I don’t want rules that lead to the government making medical decisions and I don’t want new expensive mandates on employers. Those are the biggest risks in my view.

SEMA News - September 2009

By Steve McDonald

U.S. Congressman and Lifelong Car Guy

U.S. Representative Bill Posey has been passionate about cars all his life, and he has been a friend to SEMA and auto enthusiasts throughout his political career, from his tenure in the Florida Legislature to his current position in the nation’s capital. Posey represents Florida’s 15th Congressional District, which encompasses most of Brevard County and includes Cape Canaveral and cities from Vero Beach to Palm Bay, Melbourne and Kissimmee. He was elected to the U.S. House of Representatives in 2008.

Currently, Posey serves on the House Financial Services Committee and its two subcommittees on capital markets and domestic monetary policy. Prior to being elected to Congress, Posey served for eight years in the Florida State House and another eight years in the Florida Senate, where he led the successful effort to reform Florida’s insurance laws to increase competition and lower rates.

SEMA and Posey have been well-acquainted from the time he served in the Florida State Senate. He was a charter member of SEMA’s State Automotive Enthusiasts Leadership Caucus and sponsored SEMA-model legislation in 2007 to amend the vehicle titling and registration classification for street rods and create a new classification for custom vehicles. In 2008, he introduced legislation to provide an exemption from the commercial motor carrier regulations for vehicles that occasionally transport personal property to a motorsports facility. Both bills were enacted into law.

Along with his political skills, Rep. Posey is an accomplished stock car racer, having received the “Short Track Driver Achievement” in memory of Davey and Clifford Allison and presented by Bobby and Judy Allison.

SEMA News recently spent a few minutes interviewing the Congressman from his Capitol Hill office.

SEMA News: Let’s talk about your love of cars and racing. What sparked your interest?

Bill Posey: It started when I was just a child. We lived in California, and my Dad took me to races at a track in Encino. I loved it, and we had a great time together. I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I bought my first car in 1962. It was a 1951 Ford flathead. Back then, you had to be 16 to race. I was only 15 and would sneak in and go a few laps before they stopped me. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.

SN: What cars have you been working on more recently?

BP: I sold off my race cars and moved into classic cars. I’ve mostly been involved in what they call the super-late models—cars of the last 20 years. Also, I would get fiberglass bodies of cars from the 1930s, put in a Chevy V8 motor and build around those. I enjoyed that quite a bit but eventually sold them. Today, I own three cars. I have a 2003 silver Mercury Marauder and a pewter 1966 Chevelle Malibu. I also have a gold 2005 GMC 1/2-ton.

SN: Switching gears, tell us how you got involved in politics?

BP: I never aspired to be in politics. It started when I attended a Rockledge city council meeting. I came away with the feeling that the whole business of running the city council and local government could really be done better. I was first elected to the city council and then won a seat in the Florida House and later the Florida Senate. I moved up the chain and devoted a lot of my attention to doing things better than they had been done before, while striving for efficiency and accountability. From the Florida Senate, I was elected to the U.S. Congress last year.

SN: What has been the most unusual or unexpected aspect of your life as a U.S. Congressman from Florida.

BP: I suppose there are many things, but the first thing that comes to mind is the cost of living in Washington, D.C. The city is a very expensive place to live as compared with our Florida home. My wife Katie and I have been married for 42 years, and in all that time, we have never had to share such a small living space.

SN: Let’s discuss some of your current duties. Health care reform is at the top of the Congressional agenda. What’s Bill Posey’s prescription for reform?

BP: There are many good options that have been put forward. We must begin by recognizing that 80% of Americans are happy with their current coverage, but 50% are concerned about the price. My priority for health care reform therefore starts with making coverage more affordable, then protecting patient choice, keeping the government out of medical decisions, and opposing mandates on employers.

	I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.” —Representative Bill Posey

BP: Improving affordability can be done through enhancing employer purchasing pools and by providing additional tax credits and deductions to individuals and small businesses. Also, more than eight million Americans have enrolled in Health Savings Accounts, which are getting good reviews from enrollees.

SN: What do you see as the biggest risks to the country and small business in this process of reform?

BP: Some in Washington want to scrap the current system and turn the health care system over to the government to run. Those who think this is a good idea need to consider closely the government’s track record. It has a poor track record and cannot figure out how to keep solvent the three programs they are already running: Medicare, Medicaid and the State Children’s Health Insurance Program. I don’t want rules that lead to the government making medical decisions and I don’t want new expensive mandates on employers. Those are the biggest risks in my view.

SEMA News - September 2009

By Steve McDonald

U.S. Congressman and Lifelong Car Guy

U.S. Representative Bill Posey has been passionate about cars all his life, and he has been a friend to SEMA and auto enthusiasts throughout his political career, from his tenure in the Florida Legislature to his current position in the nation’s capital. Posey represents Florida’s 15th Congressional District, which encompasses most of Brevard County and includes Cape Canaveral and cities from Vero Beach to Palm Bay, Melbourne and Kissimmee. He was elected to the U.S. House of Representatives in 2008.

Currently, Posey serves on the House Financial Services Committee and its two subcommittees on capital markets and domestic monetary policy. Prior to being elected to Congress, Posey served for eight years in the Florida State House and another eight years in the Florida Senate, where he led the successful effort to reform Florida’s insurance laws to increase competition and lower rates.

SEMA and Posey have been well-acquainted from the time he served in the Florida State Senate. He was a charter member of SEMA’s State Automotive Enthusiasts Leadership Caucus and sponsored SEMA-model legislation in 2007 to amend the vehicle titling and registration classification for street rods and create a new classification for custom vehicles. In 2008, he introduced legislation to provide an exemption from the commercial motor carrier regulations for vehicles that occasionally transport personal property to a motorsports facility. Both bills were enacted into law.

Along with his political skills, Rep. Posey is an accomplished stock car racer, having received the “Short Track Driver Achievement” in memory of Davey and Clifford Allison and presented by Bobby and Judy Allison.

SEMA News recently spent a few minutes interviewing the Congressman from his Capitol Hill office.

SEMA News: Let’s talk about your love of cars and racing. What sparked your interest?

Bill Posey: It started when I was just a child. We lived in California, and my Dad took me to races at a track in Encino. I loved it, and we had a great time together. I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I bought my first car in 1962. It was a 1951 Ford flathead. Back then, you had to be 16 to race. I was only 15 and would sneak in and go a few laps before they stopped me. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.

SN: What cars have you been working on more recently?

BP: I sold off my race cars and moved into classic cars. I’ve mostly been involved in what they call the super-late models—cars of the last 20 years. Also, I would get fiberglass bodies of cars from the 1930s, put in a Chevy V8 motor and build around those. I enjoyed that quite a bit but eventually sold them. Today, I own three cars. I have a 2003 silver Mercury Marauder and a pewter 1966 Chevelle Malibu. I also have a gold 2005 GMC 1/2-ton.

SN: Switching gears, tell us how you got involved in politics?

BP: I never aspired to be in politics. It started when I attended a Rockledge city council meeting. I came away with the feeling that the whole business of running the city council and local government could really be done better. I was first elected to the city council and then won a seat in the Florida House and later the Florida Senate. I moved up the chain and devoted a lot of my attention to doing things better than they had been done before, while striving for efficiency and accountability. From the Florida Senate, I was elected to the U.S. Congress last year.

SN: What has been the most unusual or unexpected aspect of your life as a U.S. Congressman from Florida.

BP: I suppose there are many things, but the first thing that comes to mind is the cost of living in Washington, D.C. The city is a very expensive place to live as compared with our Florida home. My wife Katie and I have been married for 42 years, and in all that time, we have never had to share such a small living space.

SN: Let’s discuss some of your current duties. Health care reform is at the top of the Congressional agenda. What’s Bill Posey’s prescription for reform?

BP: There are many good options that have been put forward. We must begin by recognizing that 80% of Americans are happy with their current coverage, but 50% are concerned about the price. My priority for health care reform therefore starts with making coverage more affordable, then protecting patient choice, keeping the government out of medical decisions, and opposing mandates on employers.

	I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.” —Representative Bill Posey

BP: Improving affordability can be done through enhancing employer purchasing pools and by providing additional tax credits and deductions to individuals and small businesses. Also, more than eight million Americans have enrolled in Health Savings Accounts, which are getting good reviews from enrollees.

SN: What do you see as the biggest risks to the country and small business in this process of reform?

BP: Some in Washington want to scrap the current system and turn the health care system over to the government to run. Those who think this is a good idea need to consider closely the government’s track record. It has a poor track record and cannot figure out how to keep solvent the three programs they are already running: Medicare, Medicaid and the State Children’s Health Insurance Program. I don’t want rules that lead to the government making medical decisions and I don’t want new expensive mandates on employers. Those are the biggest risks in my view.

SEMA News - September 2009

By Steve McDonald

U.S. Congressman and Lifelong Car Guy

U.S. Representative Bill Posey has been passionate about cars all his life, and he has been a friend to SEMA and auto enthusiasts throughout his political career, from his tenure in the Florida Legislature to his current position in the nation’s capital. Posey represents Florida’s 15th Congressional District, which encompasses most of Brevard County and includes Cape Canaveral and cities from Vero Beach to Palm Bay, Melbourne and Kissimmee. He was elected to the U.S. House of Representatives in 2008.

Currently, Posey serves on the House Financial Services Committee and its two subcommittees on capital markets and domestic monetary policy. Prior to being elected to Congress, Posey served for eight years in the Florida State House and another eight years in the Florida Senate, where he led the successful effort to reform Florida’s insurance laws to increase competition and lower rates.

SEMA and Posey have been well-acquainted from the time he served in the Florida State Senate. He was a charter member of SEMA’s State Automotive Enthusiasts Leadership Caucus and sponsored SEMA-model legislation in 2007 to amend the vehicle titling and registration classification for street rods and create a new classification for custom vehicles. In 2008, he introduced legislation to provide an exemption from the commercial motor carrier regulations for vehicles that occasionally transport personal property to a motorsports facility. Both bills were enacted into law.

Along with his political skills, Rep. Posey is an accomplished stock car racer, having received the “Short Track Driver Achievement” in memory of Davey and Clifford Allison and presented by Bobby and Judy Allison.

SEMA News recently spent a few minutes interviewing the Congressman from his Capitol Hill office.

SEMA News: Let’s talk about your love of cars and racing. What sparked your interest?

Bill Posey: It started when I was just a child. We lived in California, and my Dad took me to races at a track in Encino. I loved it, and we had a great time together. I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I bought my first car in 1962. It was a 1951 Ford flathead. Back then, you had to be 16 to race. I was only 15 and would sneak in and go a few laps before they stopped me. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.

SN: What cars have you been working on more recently?

BP: I sold off my race cars and moved into classic cars. I’ve mostly been involved in what they call the super-late models—cars of the last 20 years. Also, I would get fiberglass bodies of cars from the 1930s, put in a Chevy V8 motor and build around those. I enjoyed that quite a bit but eventually sold them. Today, I own three cars. I have a 2003 silver Mercury Marauder and a pewter 1966 Chevelle Malibu. I also have a gold 2005 GMC 1/2-ton.

SN: Switching gears, tell us how you got involved in politics?

BP: I never aspired to be in politics. It started when I attended a Rockledge city council meeting. I came away with the feeling that the whole business of running the city council and local government could really be done better. I was first elected to the city council and then won a seat in the Florida House and later the Florida Senate. I moved up the chain and devoted a lot of my attention to doing things better than they had been done before, while striving for efficiency and accountability. From the Florida Senate, I was elected to the U.S. Congress last year.

SN: What has been the most unusual or unexpected aspect of your life as a U.S. Congressman from Florida.

BP: I suppose there are many things, but the first thing that comes to mind is the cost of living in Washington, D.C. The city is a very expensive place to live as compared with our Florida home. My wife Katie and I have been married for 42 years, and in all that time, we have never had to share such a small living space.

SN: Let’s discuss some of your current duties. Health care reform is at the top of the Congressional agenda. What’s Bill Posey’s prescription for reform?

BP: There are many good options that have been put forward. We must begin by recognizing that 80% of Americans are happy with their current coverage, but 50% are concerned about the price. My priority for health care reform therefore starts with making coverage more affordable, then protecting patient choice, keeping the government out of medical decisions, and opposing mandates on employers.

	I became involved in midget races at around the age of five. We would go to a track in Culver City and other places around Los Angeles. I started racing motorcycles at about the age of 13 or 14. By this time I knew I was a guy who really loved racing—it was in my blood. I have owned 20 or 30 race cars over the years. I’d get them, fix them up, and race them.” —Representative Bill Posey

BP: Improving affordability can be done through enhancing employer purchasing pools and by providing additional tax credits and deductions to individuals and small businesses. Also, more than eight million Americans have enrolled in Health Savings Accounts, which are getting good reviews from enrollees.

SN: What do you see as the biggest risks to the country and small business in this process of reform?

BP: Some in Washington want to scrap the current system and turn the health care system over to the government to run. Those who think this is a good idea need to consider closely the government’s track record. It has a poor track record and cannot figure out how to keep solvent the three programs they are already running: Medicare, Medicaid and the State Children’s Health Insurance Program. I don’t want rules that lead to the government making medical decisions and I don’t want new expensive mandates on employers. Those are the biggest risks in my view.

SEMA News - September 2009

By Linda Spencer

From A Domestic-Only Business to an Experienced Exporter

A great product mixed with great service is the key factor identified by Bob Scheid, vice president of export-savvy flywheel and clutch manufacturer Fidanza Engineering Corp., in the company’s growing overseas sales. The Perry, Ohio-based firm sells to 27 countries around the world and has always been an internationally focused company, growing its international sales alongside its domestic sales since the very start of the firm 12 years ago.

“We were never a solely domestic business,” Scheid said. “We started the company in 1997, and we started exporting in 1997. We knew we must grow the business and keep a wide base geographically and a broad application structure. We understood from the very beginning that, as a small company, we needed to think globally to have the greatest possibility of growth. It is not a separate part of our business plan; it is seen no differently from our need for domestic business.”

Scheid talked about what it takes to develop the right product for a targeted market. In fact, he identified the quick rush to market with off-the-shelf products as one of the biggest missteps taken by firms seeking an international clientele.

“The most common illusion that U.S. companies have is that they will be able to sell what they already have to any market,” he said. “What they need to do is to think about this in reverse. If someone from France came to them and wanted to sell them Opel parts, what kind of market would they have for those in the States. Not very good. The same is true for us U.S. companies trying to sell abroad. Sell to that region what is needed and wanted in that region.”

The key to providing customers what they want is research. “Start by being focused,” Scheid said. “Target specific markets. Do your research to find out what applications that market wants and needs. Don’t rely on what you have. We used everything from Internet searches to magazines from various countries to source leads. If you try to sell Corvette parts to France, you’re not going to be too successful. It takes a complete and well thoughtout plan. It takes doing the research for the market you are targeting.”

With the vast amount of low-cost or free resources, firms don’t have to go it alone to learn about overseas markets.

“Use all of the tools at your disposal,” said Scheid. “SEMA has excellent resources. Go with them on trade missions. Attend the overseas shows with them. Tap those people in SEMA that have the knowledge and the experience to help you get a leg up. They have the experience and knowhow to give a company that has never done business abroad the basic knowledge to get the ball rolling. State and federal programs are also available and can be very helpful with little or no cost.”

Scheid also suggested that firms new to exporting network with other companies that do business overseas. Tap into their experiences, both good and bad. Learn from both their successes and their failures. Besides product research, Scheid advised learning more about how products get to the market by researching the distribution network.

“You may find that if you want to sell to France, most of the distribution goes through Germany,” he explained.

When asked to describe what he would do differently if he was starting over, Scheid said that answer is easy.

“We thought we could do it all from the comfort of our nice cozy offices by sitting behind our desks and using all the technology at our fingertips,” he said. “All of the wonderful new ways to communicate are great and can be useful tools, but it takes travel to get your feet on the ground so that your customers know you and you know them. How can you know how they do business if you never take the time to see them?”

At the end of the day, customers are customers and want to be sure that they will receive quality, in-demand products at good prices in a timely fashion.

“International customers want to know that when that container shows up, it will be filled with products that their customers will be proud to put into their cars or trucks,” Scheid said. “The international customer also needs to know that he will be treated like he is right next door although he is many miles away. It does take a shaking of hands or a breaking of bread together to truly build a bond that results in a long-term customer that is as at ease doing business with you as you are at allowing them to represent your product.”

Scheid counseled firms not to overlook the smaller aspects of customer support that are so important to building brand recognition.

“It takes supporting that customer with ads in the publications that are most read in that country,” he said.

He also noted the importance of building a culture within your own firm so that overseas sales become an important and integral part of the company.

“Make it a culture in your business that you sell abroad,” he explained. “Get your people comfortable and excited about the idea. Give them incentives for opening new international customers. Commit to understanding your customers’ way of doing business. Commit to making international sales a key part of your business plan and not just an experiment.”

To ease into the exporting market, Scheid recommended that U.S. firms first consider targeting English-speaking markets.

“It is always easier to start in countries where this is no language barrier,” he said. “The U.K. and Australia were great first markets to get our feet wet. After you gain some experience, jump in the shallow end and don’t be afraid to creep deeper and deeper until you’re just as comfortable in the deep end as you were before you got into the water.”

Even with Fidanza’s active sales in every continent in the world, Scheid puts his company’s success into perspective with its goals, advising new exporters not to wait for customers to come to them. You will never build dominant market share if you are not aggressively seeking new business.

“What it always makes me think of is not how many countries we sell to now but how many countries are in the world,” he said. “The U.S. recognizes 192 countries. What an opportunity for any company. We sell to 27 countries. That’s only 14%. Yes, we are doing well, but the world is still wide open. Twenty-seven seems like a large number, but 192 is the goal.”

Scheid has started a new firm entitled Performance Management and Consulting LLC.

“This new LLC is here to help companies with any aspect of their business that needs help, from sales to marketing to production,” he said. Scheid and SEMA’s Immediate Past Chairman Jim Cozzie, now president of Certus Strategic Partners, will be leading a seminar at the SEMA Show that will present insider tips on how to grow your overseas business.

For more information contact lindas@sema.org.

SEMA News - September 2009

By Linda Spencer

From A Domestic-Only Business to an Experienced Exporter

A great product mixed with great service is the key factor identified by Bob Scheid, vice president of export-savvy flywheel and clutch manufacturer Fidanza Engineering Corp., in the company’s growing overseas sales. The Perry, Ohio-based firm sells to 27 countries around the world and has always been an internationally focused company, growing its international sales alongside its domestic sales since the very start of the firm 12 years ago.

“We were never a solely domestic business,” Scheid said. “We started the company in 1997, and we started exporting in 1997. We knew we must grow the business and keep a wide base geographically and a broad application structure. We understood from the very beginning that, as a small company, we needed to think globally to have the greatest possibility of growth. It is not a separate part of our business plan; it is seen no differently from our need for domestic business.”

Scheid talked about what it takes to develop the right product for a targeted market. In fact, he identified the quick rush to market with off-the-shelf products as one of the biggest missteps taken by firms seeking an international clientele.

“The most common illusion that U.S. companies have is that they will be able to sell what they already have to any market,” he said. “What they need to do is to think about this in reverse. If someone from France came to them and wanted to sell them Opel parts, what kind of market would they have for those in the States. Not very good. The same is true for us U.S. companies trying to sell abroad. Sell to that region what is needed and wanted in that region.”

The key to providing customers what they want is research. “Start by being focused,” Scheid said. “Target specific markets. Do your research to find out what applications that market wants and needs. Don’t rely on what you have. We used everything from Internet searches to magazines from various countries to source leads. If you try to sell Corvette parts to France, you’re not going to be too successful. It takes a complete and well thoughtout plan. It takes doing the research for the market you are targeting.”

With the vast amount of low-cost or free resources, firms don’t have to go it alone to learn about overseas markets.

“Use all of the tools at your disposal,” said Scheid. “SEMA has excellent resources. Go with them on trade missions. Attend the overseas shows with them. Tap those people in SEMA that have the knowledge and the experience to help you get a leg up. They have the experience and knowhow to give a company that has never done business abroad the basic knowledge to get the ball rolling. State and federal programs are also available and can be very helpful with little or no cost.”

Scheid also suggested that firms new to exporting network with other companies that do business overseas. Tap into their experiences, both good and bad. Learn from both their successes and their failures. Besides product research, Scheid advised learning more about how products get to the market by researching the distribution network.

“You may find that if you want to sell to France, most of the distribution goes through Germany,” he explained.

When asked to describe what he would do differently if he was starting over, Scheid said that answer is easy.

“We thought we could do it all from the comfort of our nice cozy offices by sitting behind our desks and using all the technology at our fingertips,” he said. “All of the wonderful new ways to communicate are great and can be useful tools, but it takes travel to get your feet on the ground so that your customers know you and you know them. How can you know how they do business if you never take the time to see them?”

At the end of the day, customers are customers and want to be sure that they will receive quality, in-demand products at good prices in a timely fashion.

“International customers want to know that when that container shows up, it will be filled with products that their customers will be proud to put into their cars or trucks,” Scheid said. “The international customer also needs to know that he will be treated like he is right next door although he is many miles away. It does take a shaking of hands or a breaking of bread together to truly build a bond that results in a long-term customer that is as at ease doing business with you as you are at allowing them to represent your product.”

Scheid counseled firms not to overlook the smaller aspects of customer support that are so important to building brand recognition.

“It takes supporting that customer with ads in the publications that are most read in that country,” he said.

He also noted the importance of building a culture within your own firm so that overseas sales become an important and integral part of the company.

“Make it a culture in your business that you sell abroad,” he explained. “Get your people comfortable and excited about the idea. Give them incentives for opening new international customers. Commit to understanding your customers’ way of doing business. Commit to making international sales a key part of your business plan and not just an experiment.”

To ease into the exporting market, Scheid recommended that U.S. firms first consider targeting English-speaking markets.

“It is always easier to start in countries where this is no language barrier,” he said. “The U.K. and Australia were great first markets to get our feet wet. After you gain some experience, jump in the shallow end and don’t be afraid to creep deeper and deeper until you’re just as comfortable in the deep end as you were before you got into the water.”

Even with Fidanza’s active sales in every continent in the world, Scheid puts his company’s success into perspective with its goals, advising new exporters not to wait for customers to come to them. You will never build dominant market share if you are not aggressively seeking new business.

“What it always makes me think of is not how many countries we sell to now but how many countries are in the world,” he said. “The U.S. recognizes 192 countries. What an opportunity for any company. We sell to 27 countries. That’s only 14%. Yes, we are doing well, but the world is still wide open. Twenty-seven seems like a large number, but 192 is the goal.”

Scheid has started a new firm entitled Performance Management and Consulting LLC.

“This new LLC is here to help companies with any aspect of their business that needs help, from sales to marketing to production,” he said. Scheid and SEMA’s Immediate Past Chairman Jim Cozzie, now president of Certus Strategic Partners, will be leading a seminar at the SEMA Show that will present insider tips on how to grow your overseas business.

For more information contact lindas@sema.org.

SEMA News - September 2009

By Linda Spencer

From A Domestic-Only Business to an Experienced Exporter

A great product mixed with great service is the key factor identified by Bob Scheid, vice president of export-savvy flywheel and clutch manufacturer Fidanza Engineering Corp., in the company’s growing overseas sales. The Perry, Ohio-based firm sells to 27 countries around the world and has always been an internationally focused company, growing its international sales alongside its domestic sales since the very start of the firm 12 years ago.

“We were never a solely domestic business,” Scheid said. “We started the company in 1997, and we started exporting in 1997. We knew we must grow the business and keep a wide base geographically and a broad application structure. We understood from the very beginning that, as a small company, we needed to think globally to have the greatest possibility of growth. It is not a separate part of our business plan; it is seen no differently from our need for domestic business.”

Scheid talked about what it takes to develop the right product for a targeted market. In fact, he identified the quick rush to market with off-the-shelf products as one of the biggest missteps taken by firms seeking an international clientele.

“The most common illusion that U.S. companies have is that they will be able to sell what they already have to any market,” he said. “What they need to do is to think about this in reverse. If someone from France came to them and wanted to sell them Opel parts, what kind of market would they have for those in the States. Not very good. The same is true for us U.S. companies trying to sell abroad. Sell to that region what is needed and wanted in that region.”

The key to providing customers what they want is research. “Start by being focused,” Scheid said. “Target specific markets. Do your research to find out what applications that market wants and needs. Don’t rely on what you have. We used everything from Internet searches to magazines from various countries to source leads. If you try to sell Corvette parts to France, you’re not going to be too successful. It takes a complete and well thoughtout plan. It takes doing the research for the market you are targeting.”

With the vast amount of low-cost or free resources, firms don’t have to go it alone to learn about overseas markets.

“Use all of the tools at your disposal,” said Scheid. “SEMA has excellent resources. Go with them on trade missions. Attend the overseas shows with them. Tap those people in SEMA that have the knowledge and the experience to help you get a leg up. They have the experience and knowhow to give a company that has never done business abroad the basic knowledge to get the ball rolling. State and federal programs are also available and can be very helpful with little or no cost.”

Scheid also suggested that firms new to exporting network with other companies that do business overseas. Tap into their experiences, both good and bad. Learn from both their successes and their failures. Besides product research, Scheid advised learning more about how products get to the market by researching the distribution network.

“You may find that if you want to sell to France, most of the distribution goes through Germany,” he explained.

When asked to describe what he would do differently if he was starting over, Scheid said that answer is easy.

“We thought we could do it all from the comfort of our nice cozy offices by sitting behind our desks and using all the technology at our fingertips,” he said. “All of the wonderful new ways to communicate are great and can be useful tools, but it takes travel to get your feet on the ground so that your customers know you and you know them. How can you know how they do business if you never take the time to see them?”

At the end of the day, customers are customers and want to be sure that they will receive quality, in-demand products at good prices in a timely fashion.

“International customers want to know that when that container shows up, it will be filled with products that their customers will be proud to put into their cars or trucks,” Scheid said. “The international customer also needs to know that he will be treated like he is right next door although he is many miles away. It does take a shaking of hands or a breaking of bread together to truly build a bond that results in a long-term customer that is as at ease doing business with you as you are at allowing them to represent your product.”

Scheid counseled firms not to overlook the smaller aspects of customer support that are so important to building brand recognition.

“It takes supporting that customer with ads in the publications that are most read in that country,” he said.

He also noted the importance of building a culture within your own firm so that overseas sales become an important and integral part of the company.

“Make it a culture in your business that you sell abroad,” he explained. “Get your people comfortable and excited about the idea. Give them incentives for opening new international customers. Commit to understanding your customers’ way of doing business. Commit to making international sales a key part of your business plan and not just an experiment.”

To ease into the exporting market, Scheid recommended that U.S. firms first consider targeting English-speaking markets.

“It is always easier to start in countries where this is no language barrier,” he said. “The U.K. and Australia were great first markets to get our feet wet. After you gain some experience, jump in the shallow end and don’t be afraid to creep deeper and deeper until you’re just as comfortable in the deep end as you were before you got into the water.”

Even with Fidanza’s active sales in every continent in the world, Scheid puts his company’s success into perspective with its goals, advising new exporters not to wait for customers to come to them. You will never build dominant market share if you are not aggressively seeking new business.

“What it always makes me think of is not how many countries we sell to now but how many countries are in the world,” he said. “The U.S. recognizes 192 countries. What an opportunity for any company. We sell to 27 countries. That’s only 14%. Yes, we are doing well, but the world is still wide open. Twenty-seven seems like a large number, but 192 is the goal.”

Scheid has started a new firm entitled Performance Management and Consulting LLC.

“This new LLC is here to help companies with any aspect of their business that needs help, from sales to marketing to production,” he said. Scheid and SEMA’s Immediate Past Chairman Jim Cozzie, now president of Certus Strategic Partners, will be leading a seminar at the SEMA Show that will present insider tips on how to grow your overseas business.

For more information contact lindas@sema.org.

SEMA News - September 2009

By Linda Spencer

From A Domestic-Only Business to an Experienced Exporter

A great product mixed with great service is the key factor identified by Bob Scheid, vice president of export-savvy flywheel and clutch manufacturer Fidanza Engineering Corp., in the company’s growing overseas sales. The Perry, Ohio-based firm sells to 27 countries around the world and has always been an internationally focused company, growing its international sales alongside its domestic sales since the very start of the firm 12 years ago.

“We were never a solely domestic business,” Scheid said. “We started the company in 1997, and we started exporting in 1997. We knew we must grow the business and keep a wide base geographically and a broad application structure. We understood from the very beginning that, as a small company, we needed to think globally to have the greatest possibility of growth. It is not a separate part of our business plan; it is seen no differently from our need for domestic business.”

Scheid talked about what it takes to develop the right product for a targeted market. In fact, he identified the quick rush to market with off-the-shelf products as one of the biggest missteps taken by firms seeking an international clientele.

“The most common illusion that U.S. companies have is that they will be able to sell what they already have to any market,” he said. “What they need to do is to think about this in reverse. If someone from France came to them and wanted to sell them Opel parts, what kind of market would they have for those in the States. Not very good. The same is true for us U.S. companies trying to sell abroad. Sell to that region what is needed and wanted in that region.”

The key to providing customers what they want is research. “Start by being focused,” Scheid said. “Target specific markets. Do your research to find out what applications that market wants and needs. Don’t rely on what you have. We used everything from Internet searches to magazines from various countries to source leads. If you try to sell Corvette parts to France, you’re not going to be too successful. It takes a complete and well thoughtout plan. It takes doing the research for the market you are targeting.”

With the vast amount of low-cost or free resources, firms don’t have to go it alone to learn about overseas markets.

“Use all of the tools at your disposal,” said Scheid. “SEMA has excellent resources. Go with them on trade missions. Attend the overseas shows with them. Tap those people in SEMA that have the knowledge and the experience to help you get a leg up. They have the experience and knowhow to give a company that has never done business abroad the basic knowledge to get the ball rolling. State and federal programs are also available and can be very helpful with little or no cost.”

Scheid also suggested that firms new to exporting network with other companies that do business overseas. Tap into their experiences, both good and bad. Learn from both their successes and their failures. Besides product research, Scheid advised learning more about how products get to the market by researching the distribution network.

“You may find that if you want to sell to France, most of the distribution goes through Germany,” he explained.

When asked to describe what he would do differently if he was starting over, Scheid said that answer is easy.

“We thought we could do it all from the comfort of our nice cozy offices by sitting behind our desks and using all the technology at our fingertips,” he said. “All of the wonderful new ways to communicate are great and can be useful tools, but it takes travel to get your feet on the ground so that your customers know you and you know them. How can you know how they do business if you never take the time to see them?”

At the end of the day, customers are customers and want to be sure that they will receive quality, in-demand products at good prices in a timely fashion.

“International customers want to know that when that container shows up, it will be filled with products that their customers will be proud to put into their cars or trucks,” Scheid said. “The international customer also needs to know that he will be treated like he is right next door although he is many miles away. It does take a shaking of hands or a breaking of bread together to truly build a bond that results in a long-term customer that is as at ease doing business with you as you are at allowing them to represent your product.”

Scheid counseled firms not to overlook the smaller aspects of customer support that are so important to building brand recognition.

“It takes supporting that customer with ads in the publications that are most read in that country,” he said.

He also noted the importance of building a culture within your own firm so that overseas sales become an important and integral part of the company.

“Make it a culture in your business that you sell abroad,” he explained. “Get your people comfortable and excited about the idea. Give them incentives for opening new international customers. Commit to understanding your customers’ way of doing business. Commit to making international sales a key part of your business plan and not just an experiment.”

To ease into the exporting market, Scheid recommended that U.S. firms first consider targeting English-speaking markets.

“It is always easier to start in countries where this is no language barrier,” he said. “The U.K. and Australia were great first markets to get our feet wet. After you gain some experience, jump in the shallow end and don’t be afraid to creep deeper and deeper until you’re just as comfortable in the deep end as you were before you got into the water.”

Even with Fidanza’s active sales in every continent in the world, Scheid puts his company’s success into perspective with its goals, advising new exporters not to wait for customers to come to them. You will never build dominant market share if you are not aggressively seeking new business.

“What it always makes me think of is not how many countries we sell to now but how many countries are in the world,” he said. “The U.S. recognizes 192 countries. What an opportunity for any company. We sell to 27 countries. That’s only 14%. Yes, we are doing well, but the world is still wide open. Twenty-seven seems like a large number, but 192 is the goal.”

Scheid has started a new firm entitled Performance Management and Consulting LLC.

“This new LLC is here to help companies with any aspect of their business that needs help, from sales to marketing to production,” he said. Scheid and SEMA’s Immediate Past Chairman Jim Cozzie, now president of Certus Strategic Partners, will be leading a seminar at the SEMA Show that will present insider tips on how to grow your overseas business.

For more information contact lindas@sema.org.

SEMA News - September 2009

By Linda Spencer

From A Domestic-Only Business to an Experienced Exporter

A great product mixed with great service is the key factor identified by Bob Scheid, vice president of export-savvy flywheel and clutch manufacturer Fidanza Engineering Corp., in the company’s growing overseas sales. The Perry, Ohio-based firm sells to 27 countries around the world and has always been an internationally focused company, growing its international sales alongside its domestic sales since the very start of the firm 12 years ago.

“We were never a solely domestic business,” Scheid said. “We started the company in 1997, and we started exporting in 1997. We knew we must grow the business and keep a wide base geographically and a broad application structure. We understood from the very beginning that, as a small company, we needed to think globally to have the greatest possibility of growth. It is not a separate part of our business plan; it is seen no differently from our need for domestic business.”

Scheid talked about what it takes to develop the right product for a targeted market. In fact, he identified the quick rush to market with off-the-shelf products as one of the biggest missteps taken by firms seeking an international clientele.

“The most common illusion that U.S. companies have is that they will be able to sell what they already have to any market,” he said. “What they need to do is to think about this in reverse. If someone from France came to them and wanted to sell them Opel parts, what kind of market would they have for those in the States. Not very good. The same is true for us U.S. companies trying to sell abroad. Sell to that region what is needed and wanted in that region.”

The key to providing customers what they want is research. “Start by being focused,” Scheid said. “Target specific markets. Do your research to find out what applications that market wants and needs. Don’t rely on what you have. We used everything from Internet searches to magazines from various countries to source leads. If you try to sell Corvette parts to France, you’re not going to be too successful. It takes a complete and well thoughtout plan. It takes doing the research for the market you are targeting.”

With the vast amount of low-cost or free resources, firms don’t have to go it alone to learn about overseas markets.

“Use all of the tools at your disposal,” said Scheid. “SEMA has excellent resources. Go with them on trade missions. Attend the overseas shows with them. Tap those people in SEMA that have the knowledge and the experience to help you get a leg up. They have the experience and knowhow to give a company that has never done business abroad the basic knowledge to get the ball rolling. State and federal programs are also available and can be very helpful with little or no cost.”

Scheid also suggested that firms new to exporting network with other companies that do business overseas. Tap into their experiences, both good and bad. Learn from both their successes and their failures. Besides product research, Scheid advised learning more about how products get to the market by researching the distribution network.

“You may find that if you want to sell to France, most of the distribution goes through Germany,” he explained.

When asked to describe what he would do differently if he was starting over, Scheid said that answer is easy.

“We thought we could do it all from the comfort of our nice cozy offices by sitting behind our desks and using all the technology at our fingertips,” he said. “All of the wonderful new ways to communicate are great and can be useful tools, but it takes travel to get your feet on the ground so that your customers know you and you know them. How can you know how they do business if you never take the time to see them?”

At the end of the day, customers are customers and want to be sure that they will receive quality, in-demand products at good prices in a timely fashion.

“International customers want to know that when that container shows up, it will be filled with products that their customers will be proud to put into their cars or trucks,” Scheid said. “The international customer also needs to know that he will be treated like he is right next door although he is many miles away. It does take a shaking of hands or a breaking of bread together to truly build a bond that results in a long-term customer that is as at ease doing business with you as you are at allowing them to represent your product.”

Scheid counseled firms not to overlook the smaller aspects of customer support that are so important to building brand recognition.

“It takes supporting that customer with ads in the publications that are most read in that country,” he said.

He also noted the importance of building a culture within your own firm so that overseas sales become an important and integral part of the company.

“Make it a culture in your business that you sell abroad,” he explained. “Get your people comfortable and excited about the idea. Give them incentives for opening new international customers. Commit to understanding your customers’ way of doing business. Commit to making international sales a key part of your business plan and not just an experiment.”

To ease into the exporting market, Scheid recommended that U.S. firms first consider targeting English-speaking markets.

“It is always easier to start in countries where this is no language barrier,” he said. “The U.K. and Australia were great first markets to get our feet wet. After you gain some experience, jump in the shallow end and don’t be afraid to creep deeper and deeper until you’re just as comfortable in the deep end as you were before you got into the water.”

Even with Fidanza’s active sales in every continent in the world, Scheid puts his company’s success into perspective with its goals, advising new exporters not to wait for customers to come to them. You will never build dominant market share if you are not aggressively seeking new business.

“What it always makes me think of is not how many countries we sell to now but how many countries are in the world,” he said. “The U.S. recognizes 192 countries. What an opportunity for any company. We sell to 27 countries. That’s only 14%. Yes, we are doing well, but the world is still wide open. Twenty-seven seems like a large number, but 192 is the goal.”

Scheid has started a new firm entitled Performance Management and Consulting LLC.

“This new LLC is here to help companies with any aspect of their business that needs help, from sales to marketing to production,” he said. Scheid and SEMA’s Immediate Past Chairman Jim Cozzie, now president of Certus Strategic Partners, will be leading a seminar at the SEMA Show that will present insider tips on how to grow your overseas business.

For more information contact lindas@sema.org.