Small-business owners and consumers shopping for health insurance have a new tool to learn more about the health care options in their area. The site, www.healthcare.gov, provides information on coverage options, health care providers and important dates for the implementation of the new health care law.

The website identifies available insurance options for small-business owners and, beginning in October 2010, will allow users to compare prices between insurance companies tailored to their individual needs. The site currently provides information on 3,531 small-employer health insurance options and 2,030 individual health insurance plans. In addition, users can compare hospitals, access information on Medicaid and learn more about the new health care law.

To access the site, click on www.healthcare.gov. For questions about the health care law, contact Dan Sadowski at dans@sema.org.

The Small Business Administration (SBA) released a study that examines the types of credit used by small businesses, namely bank credits (loans or lines of credit) and trade credits (from suppliers). The study compares companies that use credit (leveraged) with those that do not (unleveraged).

The report found that the two types of credit are complements, with many small firms using both types simultaneously. The study also found that small firms that use no credit are significantly smaller, more profitable and have better credit quality, but hold fewer tangible assets. Firms that use credit tend to be larger, and the amount of credit used as a percentage of assets is positively related to the firm’s liquidity.

Trade credits are used by about 60% of the leveraged firms. Credit use varies by industry. Firms avoiding credit are generally associated with the service and retail sectors, while the manufacturing sector is more likely to borrow bank loans or use trade credits.

Click here to download the [PDF] report. 

Questions may be directed to Stuart Gosswein stuartg@sema.org.

The Small Business Administration (SBA) released a study that examines the types of credit used by small businesses, namely bank credits (loans or lines of credit) and trade credits (from suppliers). The study compares companies that use credit (leveraged) with those that do not (unleveraged).

The report found that the two types of credit are complements, with many small firms using both types simultaneously. The study also found that small firms that use no credit are significantly smaller, more profitable and have better credit quality, but hold fewer tangible assets. Firms that use credit tend to be larger, and the amount of credit used as a percentage of assets is positively related to the firm’s liquidity.

Trade credits are used by about 60% of the leveraged firms. Credit use varies by industry. Firms avoiding credit are generally associated with the service and retail sectors, while the manufacturing sector is more likely to borrow bank loans or use trade credits.

Click here to download the [PDF] report. 

Questions may be directed to Stuart Gosswein stuartg@sema.org.

SEMA-supported legislation to extend the emissions inspection exemption to vehicles five model years old or newer has been signed into law by New Jersey Governor Chris Christie. The new law acknowledges the relatively minimal environmental impact of the vehicles targeted for this exemption and that it is senseless to test newer vehicles, the results of which demonstrate no significant air-quality benefits.

The idea behind exempting any class of vehicles is to reduce costs while not losing appreciable emissions reductions. This strategy builds support for emissions-inspection programs, but also directs finite resources to where they will be most valuable in cleaning the air. New Jersey already exempts historic (at least 25 years old) and collector (driven no more than 3,000 miles per year and insured for limited use) vehicles from emissions testing. The logic for this trend is clear—such vehicles do not contribute in significant ways to air-quality problems. This logic applies equally to newer cars.

For details, contact Steve McDonald at stevem@sema.org.

SEMA-supported legislation to extend the emissions inspection exemption to vehicles five model years old or newer has been signed into law by New Jersey Governor Chris Christie. The new law acknowledges the relatively minimal environmental impact of the vehicles targeted for this exemption and that it is senseless to test newer vehicles, the results of which demonstrate no significant air-quality benefits.

The idea behind exempting any class of vehicles is to reduce costs while not losing appreciable emissions reductions. This strategy builds support for emissions-inspection programs, but also directs finite resources to where they will be most valuable in cleaning the air. New Jersey already exempts historic (at least 25 years old) and collector (driven no more than 3,000 miles per year and insured for limited use) vehicles from emissions testing. The logic for this trend is clear—such vehicles do not contribute in significant ways to air-quality problems. This logic applies equally to newer cars.

For details, contact Steve McDonald at stevem@sema.org.

We've just come from the first SEMA Show Exhibitor Summit, held May 25–27, at the Las Vegas Convention Center, and the feedback we gathered was tremendous. The goal of the summit was to inform attendees about how to maximize each exhibitor's presence, save money on Show expenses, demonstrate how social media can extend any exhibitor's marketing reach and increase traffic—and sales—at every booth. The SEMA Board of Directors, SEMA Show Committee and association staff committed themselves to innovation and improvement for each aspect of the SEMA Show, ensuring that every exhibitor's investment delivers the greatest possible value.

If you weren't able to attend, here are just a couple of programs we highlighted to help exhibitors get ready for the 2010 SEMA Show.

We've just come from the first SEMA Show Exhibitor Summit, held May 25–27, at the Las Vegas Convention Center, and the feedback we gathered was tremendous. The goal of the summit was to inform attendees about how to maximize each exhibitor's presence, save money on Show expenses, demonstrate how social media can extend any exhibitor's marketing reach and increase traffic—and sales—at every booth. The SEMA Board of Directors, SEMA Show Committee and association staff committed themselves to innovation and improvement for each aspect of the SEMA Show, ensuring that every exhibitor's investment delivers the greatest possible value.

If you weren't able to attend, here are just a couple of programs we highlighted to help exhibitors get ready for the 2010 SEMA Show.

Holley Performance Products Inc. has significantly improved its capital structure and liquidity through a successful voluntary bankruptcy reorganization that became effective on June 22, 2010. As a result, the company has reduced its debt by more than $59 million and obtained new credit arrangements, including a revolving credit facility, which provides the company with substantial flexibility to pursue its growth initiatives.

Originally founded in 1903 by brothers George and Earl Holley, the company provides automotive aftermarket products that enhance vehicle performance through increased horsepower, torque and drivability. Holley products have provided the flow of fuel and air to notable vehicles, including the original Model T, World War II fighter aircraft, factory performance cars of the musclecar era, every NASCAR Cup Series race car and the majority of winning NHRA Pro Stock race cars.

“Holley has emerged with an extraordinarily strong balance sheet, which provides us with the flexibility to reinvest in our business and positions us well for continued growth,” said Tom Tomlinson, Holley's chief executive officer. “We have accomplished a true restructuring in a cooperative, efficient and timely manner, and we are deeply grateful for the support and loyalty we received from our customers, dedicated employees, suppliers, lenders and shareholders. We have an exciting array of new products slated for introduction in the immediate future, and we are dedicated to the execution of our mission to provide the most highly sought-after products in the high-performance automotive aftermarket. With our new balance sheet, we now have the financial strength to create value through long-term sustainable organic growth and appropriate strategic acquisitions while continuing to enhance the reputation and reach of our core stable of brands.”

Holley’s reorganization converted principal and interest associated with its former second lien notes into equity and established new credit facilities with its existing senior lenders. Also during the reorganization, Holley successfully completed the sale of its diesel OEM business.

“The sale of our diesel OEM business yielded excellent value that we are reinvesting in our performance business,” Tomlinson said. “Our team is excited that we are now able to focus 100% of our energy on our very successful high-performance automotive aftermarket business.”

“We initiated Holley’s voluntary bankruptcy case in September 2009 after carefully evaluating the effects of the economic recession and related collapse of the credit markets,” said David G. Elkins, chairman of Holley’s Board of Directors. “Our goal was to significantly reduce Holley’s corporate debt and overall leverage and thereby establish a sustainable, long-term capital structure that would allow the company to carry out its growth and product expansion plans.”

Holley Performance Products Inc. has significantly improved its capital structure and liquidity through a successful voluntary bankruptcy reorganization that became effective on June 22, 2010. As a result, the company has reduced its debt by more than $59 million and obtained new credit arrangements, including a revolving credit facility, which provides the company with substantial flexibility to pursue its growth initiatives.

Originally founded in 1903 by brothers George and Earl Holley, the company provides automotive aftermarket products that enhance vehicle performance through increased horsepower, torque and drivability. Holley products have provided the flow of fuel and air to notable vehicles, including the original Model T, World War II fighter aircraft, factory performance cars of the musclecar era, every NASCAR Cup Series race car and the majority of winning NHRA Pro Stock race cars.

“Holley has emerged with an extraordinarily strong balance sheet, which provides us with the flexibility to reinvest in our business and positions us well for continued growth,” said Tom Tomlinson, Holley's chief executive officer. “We have accomplished a true restructuring in a cooperative, efficient and timely manner, and we are deeply grateful for the support and loyalty we received from our customers, dedicated employees, suppliers, lenders and shareholders. We have an exciting array of new products slated for introduction in the immediate future, and we are dedicated to the execution of our mission to provide the most highly sought-after products in the high-performance automotive aftermarket. With our new balance sheet, we now have the financial strength to create value through long-term sustainable organic growth and appropriate strategic acquisitions while continuing to enhance the reputation and reach of our core stable of brands.”

Holley’s reorganization converted principal and interest associated with its former second lien notes into equity and established new credit facilities with its existing senior lenders. Also during the reorganization, Holley successfully completed the sale of its diesel OEM business.

“The sale of our diesel OEM business yielded excellent value that we are reinvesting in our performance business,” Tomlinson said. “Our team is excited that we are now able to focus 100% of our energy on our very successful high-performance automotive aftermarket business.”

“We initiated Holley’s voluntary bankruptcy case in September 2009 after carefully evaluating the effects of the economic recession and related collapse of the credit markets,” said David G. Elkins, chairman of Holley’s Board of Directors. “Our goal was to significantly reduce Holley’s corporate debt and overall leverage and thereby establish a sustainable, long-term capital structure that would allow the company to carry out its growth and product expansion plans.”

Holley Performance Products Inc. has significantly improved its capital structure and liquidity through a successful voluntary bankruptcy reorganization that became effective on June 22, 2010. As a result, the company has reduced its debt by more than $59 million and obtained new credit arrangements, including a revolving credit facility, which provides the company with substantial flexibility to pursue its growth initiatives.

Originally founded in 1903 by brothers George and Earl Holley, the company provides automotive aftermarket products that enhance vehicle performance through increased horsepower, torque and drivability. Holley products have provided the flow of fuel and air to notable vehicles, including the original Model T, World War II fighter aircraft, factory performance cars of the musclecar era, every NASCAR Cup Series race car and the majority of winning NHRA Pro Stock race cars.

“Holley has emerged with an extraordinarily strong balance sheet, which provides us with the flexibility to reinvest in our business and positions us well for continued growth,” said Tom Tomlinson, Holley's chief executive officer. “We have accomplished a true restructuring in a cooperative, efficient and timely manner, and we are deeply grateful for the support and loyalty we received from our customers, dedicated employees, suppliers, lenders and shareholders. We have an exciting array of new products slated for introduction in the immediate future, and we are dedicated to the execution of our mission to provide the most highly sought-after products in the high-performance automotive aftermarket. With our new balance sheet, we now have the financial strength to create value through long-term sustainable organic growth and appropriate strategic acquisitions while continuing to enhance the reputation and reach of our core stable of brands.”

Holley’s reorganization converted principal and interest associated with its former second lien notes into equity and established new credit facilities with its existing senior lenders. Also during the reorganization, Holley successfully completed the sale of its diesel OEM business.

“The sale of our diesel OEM business yielded excellent value that we are reinvesting in our performance business,” Tomlinson said. “Our team is excited that we are now able to focus 100% of our energy on our very successful high-performance automotive aftermarket business.”

“We initiated Holley’s voluntary bankruptcy case in September 2009 after carefully evaluating the effects of the economic recession and related collapse of the credit markets,” said David G. Elkins, chairman of Holley’s Board of Directors. “Our goal was to significantly reduce Holley’s corporate debt and overall leverage and thereby establish a sustainable, long-term capital structure that would allow the company to carry out its growth and product expansion plans.”