ment parts andmechanical accessories lines-to re-energize our approach and maintain our marketleadership. To address dealer and customer dissatisfaction with backorderson popular items, we're establishing closer ties with our suppliers, to ensurethey have adequate capacity to handle demand. And the new P&A distributioncenter,when it comes on stream, will help speed the flow of parts to dealers. Ninetypercent of our MotorClothes revenue comes from the domestic market, which hasbecome a very tough environment for apparel sales. And we've found that ourinternational markets have very specific needs for fit, styling and pricingthat our current broad-based line doesn't adequately support.From thesechallenges come opportunities. In 1996, we're creating a global, unified MotorClothesproduct line, developed by a centralized styling department. This group willdevelop overall concepts, then work with regional MotorClothes managers toproduce market-specific products. We're also increasing our promotional effortstoward the non-riding public, to attract them into our dealerships. BuellAlthoughstill a start-up operation- approximately 1,400 Buell units were shipped in1995-the Buell team is continuing to explore and evaluate new opportunitiesin the sport/performance market.While traditional sportbikes utilize complextechnology with the sole purpose of increasing speed, Buell's mission is todevelop and employ innovative technology to enhance "the ride" and give Buellownersa motorcycling experience that no other brand can provide. Buell expandedits 1996 model year product line by adding two new models, the S1 Lightningand S2 Touring, to support its flagship S2 Thunderbolt. Buell also added morethan 100 new dealers in 1995 (Buells are distributed only through select U.S.Harley-Davidson dealerships), bringing the year-end total to approximately150. In 1996, the Buell team will complete its study of the European sport/performancemarket, which is four times...
