It's an excellent marketing tool for us. Our research shows us that lots of our customers like to garden.

This is how we allocate all our vehicles and have done so for 20-some years. What's unusual is the demand. I don't think there's been anything this hot since the '64 [Ford] Mustang.

Smart dealers know this is not a short-term product, not a low volume vehicle where there will always be a short supply. We've had complaints, and we've been very pro-active to try to prevent pricing issues. The zone manager will call them and talk to that dealer when we find out about it.

We're allocating to make it better for consumers and make it easier to understand for consumers. We can put all incentives on one page and explain it. There's no fine print. There's no crazy details.

When I came here in November 2002, DTAC was in a quite challenging situation. I remember the marketing research companies told us the DTAC brand looked like an old sick lady.

We had the Keio game this week, and that was a very good game for us. We absolutely dominated them on the boards, which was great. We had played them earlier in the year, so we knew a lot about them. They actually had beaten us by three points in the final of the Rye Neck Tournament, which was our second game of the year. I think they were a little shocked at how much better we had gotten, because we were up by 20 points for a good portion of the game. We kind of cleared the bench at the end, and won by 13 points. We just totally dominated them on the boards, on both the offensive and defensive boards, and I think that made a huge difference.