The incentive interface with consumers . . . had to be changed. It was difficult to discern the value we have built into our vehicles.

Our sales results reflect our conscious strategy to reduce our reliance on the less profitable daily rental portion of our fleet business and focus our efforts to grow the retail side of the business.

We also made a decision that we were going to become less reliant on daily rental business -- sales to the Avis, Hertz, Budgets of the world.

The plan that we put in place in June of last year, from a retail perspective, is starting to bear fruit. If it brings the odd negative number at us, we'll deal with it.

You've got to walk the fine line of letting them 'steal' your stuff for the promotional value and allowing them to cut into your revenues and somehow acquiesce to copyright infringement.

The key is visual impact. It doesn't necessarily add or subtract from the value of the district, but it does literally put Monmouth on the map.