Marketers spend billions of dollars every year to create unforgettable moments that make indelible impressions in consumer's minds.

Create enough of those prime impressions and your brand becomes top of mind.

Marketing Nirvana is the day your brand becomes a verb. It's a copyright lawyer's nightmare but to a marketer it's a job well done.

"Fedex that package."

"Google it."

"Hoover the carpet."

...all great brands that have created experiences so exceptional that they not only become the leaders in their category, they define the key action of their category.

Experiences can be exceptionally bad and fortunately, for some brands, they have not become verbs based on those bad experiences.

Creating exceptional experiences is neither easy nor guaranteed. You always know when you've produced or experienced one. There's magic in the air during the meeting or event that lingers well beyond the moment.

The result can be smiles or tears or people wanting to recapture the moment with others whom they just shared it with.

At the shop, we call it the "cell phone moment." We work really hard at creating conditions for it to happen and a lot of the time it does. People walking out of a meeting or an event on the cell phone saying, "You won't believe what I just...saw, heard, did...experienced."

That's the experience we like to have.

Exceptional experiences are defined differently for each client and each industry. In the finance where certainty is the ultimate desire, flawless execution is the exceptional experience. In the consumer industry it's the light in which the brand is cast. If the light shines brighter and the brand is elevated, that's an exceptional experience. In the Media and Entertainment world of Ad Sales, if it differentiates the brand and sales increase, that is an exceptional experience.

For attendees, exceptional experiences are defined differently and are usually based in the emotional side of the brain.

Steve Diller, Nathan Shedroff and Darrel Rhea recently authored a book called Making Meaning: How Successful Business Deliver Meaningful Customer Experiences. In it, they deconstruct human experiences to help identify the opportunities for meaning. They also reveal fifteen global meanings people from around the world feel strongly about and suggest designing brand experiences around one or more of these meanings creates a greater opportunity to form create an emotional bond between their brand and the consumer.

Most of the fifteen meanings they define, appeal to purpose. Why we are here on the earth. It's powerful stuff and when an audience is witness to it, the results can have a huge impact in the consumer's perception and their emotional attachment to the brand.

We tried to share this notion in a short video we created over the summer. Click here to experience it.

Making the most of your search engine optimization efforts begins with intelligence; audience intelligence. Knowing who your audience is, what they want and how they talk about what they are looking for should be the first step in any SEO campaign. Audience intelligence helps you to select the keyword phrases to target and the content to develop so that you increase your search engine rankings and make the most of them.

That first position search engine result that you covet isn't worth the effort if it isn't where your audience is looking for it. It also isn't worth it when the audience you are reaching isn't the one that you want. Careful strategy makes the most of your investment and makes it easier for you.

As you embark on an SEO campaign one of the first steps will be to determine keyword phrases to target. The keywords that you select will be used to write copy for your website, to select page titles, to name links, to produce meta data for your pages, images and video. You'll develop the structure of the site, determine the content on landing pages, craft press releases, plan new content for the site, even register a domain name all based on the keywords that you select. In short every decision that is made in this campaign will be based on keywords.

Those keywords then determine the search engine queries that return your site in their results. And there is the issue. Assuming that your search engine optimization campaign is successful and you rise through the ranks appearing on the first page of results. You want to be sure that your audience is there to find you when you achieve your goal.

So where do those keywords come from? Some are easy. Product types, brand names, industries, locations, these all make fine keywords. But these are broad keywords. Your company, your competition and hundreds of other associated companies and websites are targeting those same keywords. Achieving high ranks for broad keywords is tough. So you pick niche keywords.

Niche keywords are more difficult to select than broad ones. They are based on how your audience thinks and talks about your products and services. The words are more nuanced and specific to your audience. They may even change based on how close your audience is to conversion. Of course this means you have to really know who your audience is in both meaning of that phrase. You have to know which audience you want to target and you have to know the specific attributes of that audience.

Knowing your audience to this detail takes research and interviews. Most importantly it takes an open mind willing to see audiences in a new way because sometimes this process uncovers surprises about the ways that audiences think and talk. These insights can yield the most valuable keywords. But they can be a gamble, which leads to my last point.

Along with beginning your search engine optimization effort with research, you have to continue researching. Reviewing and analyzing your results to confirm that your campaign is drawing the audience that you intended and that they are acting as you anticipated puts you more in touch with your audience and how they are changing. Then revising your campaign as needed is critical for maintaining the rankings that you worked so hard to achieve.

The Internet's most interactive website doesn't allow you to feel the texture of its pages. You can't fold your computer screen into an origami swan. And you sure can't smell your favorite URL. But with print all this and more can be part of the experience.

To be honest, I never bought into the power of print until I started looking around at some things that have had a lasting affect on me. There's the hand-drawn soda bottle label from Vermont, the flip book my son made for me when he was about 7, too many concert tickets to count and, of course, every box Apple has ever made.

It's been estimated that the average U.S. adult is exposed to over 5,000 marketing messages every day. Most of those messages float right by us producing no conscious result at all. But really great print work sticks with you. You actually keep it. Wow, that's impact. That's establishing an emotional connection with your audience. That's an experience.

Here's a great example of the value of print. If you've ever watched the Antiques Road Show on PBS, you've probably seen that items that come in their original packaging usually fetch twice the price. I don't know why, but maybe it has something to do with the fact that print touches many of our senses at once.

So the next time you're thinking of creating a print piece, think outside the... I'm not going say it. Think pop-up, think elegant Apple-like design, think scratch and sniff. Make the most of the medium, and maybe your audience will save your boxes too.
If they do, you've probably earned a long-term customer.

Print is powerful when it enhances the consumer experience. A cereal box, a wedding invitation, a poster, a greeting card - tell us about the most impactful print piece you've ever seen.

Can you imagine what the iPod box might look like if Microsoft designed it?
Check it out

No doubt most of us have heard about the web-wide transparency trend. When it works, it's great - a giant free focus group where positive feedback and innovative thinking flow. When it doesn't, your brand goes up in flames, fast. But when companies first adopt a transparent philosophy behind the relative safety of their firewalls, they can get the best of both worlds without getting burned.

Sure technology makes transparency possible, but launching wikis and blogs is the easy part. The biggest benefits of transparency, leveraging the hearts and minds of every employee, are realized when companies embrace a fundamental change in the way they think. They establish a culture of collaboration, and they nurture the belief that great ideas can come from anywhere within the organization.

Here's an example of how powerful internal transparency can be. While prepping for a big event, we worked with our clients to survey their 1500 employees on lots of subjects. As the results rolled in, we started to see some interesting patterns. We were getting all these really passionate, amazing answers - full of personality and integrity. We suggested using this material as fuel for a meeting opener video. Management was cool enough to go for it, warts and all. The results were impressive; 1500 people were kind of looking around saying: "Wow...I had no idea we were this smart, this cool, this dedicated."

The rewards that come from open and honest internal communication often yield far-reaching results. Think about it, when employees work in a transparent environment, it's likely they'll begin interacting with clients in similar ways...openly and collaboratively. These quality interactions create deeper customer relationships, and that generates brand loyalty.

It takes guts to be transparent, but without honesty employees and clients alike will see right through your messaging as nothing more than propaganda. Bottom line...before you implement the tools that make transparency possible, get real with your brand and with the people who have to make good on your brand's promise.

"The stage is set, your lines are well rehearsed, everything's perfect, but sometimes S!#T happens."

This is how one of the most effective training videos I've ever directed begins. It gets a laugh every time. More importantly, it prompts audiences to relax and allows the learning process to begin... every time.

PhDs call these "behavior-modeling videos"; I prefer "scenario-based learning." Whichever title you like, the bottom line is-video is a highly effective tool for teaching the kinds of soft skills that are so important for success in almost any business.

From pharma sales to the concierge desk at a boutique hotel, if your front line customer experience relies on positive, consistent face-to-face interactions, video that changes the behaviors that drive your key business goals is must-see tv.

Telling associates it's important to smile, make eye contact and take ownership of customer problems is one thing, but reinforcing those messages (and many others) by illustrating these behaviors in action, within the context of a story, delivers more impact by:

• Increasing retention


• Breaking down many language and education barriers


• Facilitating increased and accelerated learning

From hospitality to retail to HR, when you're teaching soft skills, a picture's worth a thousand words.
Delivering those "words" online allows you to more frequently update your content and keep associates tuned in and turned on, on their schedules, without the hassle and expense of duplication and dissemination.

Wanna read more? Read our other entries related to video, hospitality and soft-skills.

PowerPoint celebrates its 20th birthday this year. The Wall Street Journal has a retrospective article that provides some insights on the evolution (or devolution) of presentations in that time.

Broadstreet produces hundreds of presentations every year. We write the speeches and then design and assemble the visuals in the form of video, animation, PowerPoint and Keynote. Since its introduction, PowerPoint quickly replaced slides, transparencies and flip charts and has become the ubiquitous tool for presentations. Today everybody uses PowerPoint--from elementary school teachers and church preachers to rocket scientists and nonprofits.

There are even blogs dedicated to PowerPoint presentations. One of the best is Garr Reynolds' Presentation Zen. There are websites for presentations. SlideShare is the MySpace for presentations and recently had a competition for the world's best slide presentation.

In all these winning presentations there's not a bullet to be found; instead, they tell a story. Now, don't get me wrong; these are beautiful. Great design and imagery. But where does the presenter fit in? These examples are, in a sense, graphic novellas, short stories with short sentences and interesting images. But they're designed to be viewed, not presented.

When it comes to standing up and giving a presentation, the PPT is meant to SUPPORT the presenter, not tell the entire story on its own. Single images in the form of pictures, words and measures that illuminate a key point in the message are ideal; something like the presentations in SlideShare but without the whole story included. Steve Jobs does this well as do many others. It takes a little more work on the design of the presentation, but it's not as daunting as it may seem.

Here are a few quick steps on how to boil down your slides to a deck that supports your presentation rather than spells it all out:

1. Outline your entire presentation in PowerPoint Headers, Subjects and Sub-bullets. (Most people call it a day at this point and head to the front of the room with laser pointer in hand.)
2. Now, take every bullet and make it its own slide. "Huh? My 30 slides have multiplied into 300; how is this 'saying more with less'?" Don't fret! Step back and look at how many thoughts you're asking your audience to remember. "But I'm just supporting my point," you're thinking. That's fine, but most people retain visual cues rather than vocal cues. Unless you want your audience to remember something long term, don't make it a bullet.
3. Remove all the bullets that are supporting a point. (Move them into the notes section because that's what they really are.) "Wait!" you're saying, "I've cut 20 - 30% of the slides ... what happens to the remaining deck?"
4. For the remaining slides, take each bullet (which is a slide unto itself) and figure out the executive summary for that bullet--the one or two words that capture the essence of your point. Better yet, make it a picture or an image. Bottom line: What's the one key point of this bullet? Remember: less is more, and even though you have 150 slides instead of 30, it's the same amount of information. What this means is that you will be clicking more, a lot more. That's a good thing. Why? Because it keeps the idea you're thinking about and the supporting visual in sync, on point. The audience can't get ahead, so they stick with you. And with 150 slides quickly changing, you naturally feed into short attention spans with ever-changing information.
5. Now, review the deck again and see if there are redundancies or if the story has lost its flow. Remember, the story is coming from you not the slides; they are only reinforcing the key points you make in the conversation with the audience.
6. Lastly: know your presentation. The slides are for your audience. It's up to you to fill in the details that aren't spelled out on the slides. So rehearse, make some notes, and you're GUARANTEED a better presentation.

This format keeps the audience's attention focused on the presenter, not the slides. It energizes the room with images that are refreshed 150 x rather than 30.

More slides, less words, more retention, less frustration.

In today's world of short attention spans and media impression overload, less is more when it comes to PowerPoint Speaker Support (PPSS).

Keep that acronym in mind when composing your next deck: PowerPoint's not the speech, it just supports it.

Scroll down for details on creating engaging PPTs that'll keep your audience on their toes.

Once upon a time... just kidding, but that's exactly the problem when you mention the word "story." Too often your audience assumes you're about to get all soft and gushy or speak to them like children. Fact is, storytelling is one of the oldest, and when done with purpose, one of the most effective means of communication on the planet.

Great corporate stories present an opportunity to focus on what differentiates a company.
They can tell us where we come from - Hewlett Packard started as two guys in a garage - and where we're going, like AT&T's "You Will" campaign.

Customer stories - when they're real - are authentic, no one's more convincing. And product stories like "our eggs come from free-range chickens" or "this table is made of salvaged wood" tickle opinions and our emotions.

Objectivity, openness and a willingness to tell it like it is are some of the attributes that go into creating a believable, repeatable story worth telling or listening to. Whatever you do, make sure your mantra is consistently deliverable and make sure it has buy-in across the corporate strata. When it's fully baked, test it internally, tweak it, and then encourage every associate to learn it and repeat it.

Scroll down for tips on how to create and disseminate your company's message.

According to emailexperience.org, emails that include the sender's name and/or branding in the subject line enjoy open rates up to 60% higher than those that don't. So knowing (and liking) who's contacting us is critical. But that's just the first step.

From terrific offers to important information, the value you deliver the first time customers or coworkers say open sesame has a huge impact on whether or not they'll let you in again and again. B-to-B, B-to-C or internal communications, the challenges are the same, at least when it comes convincing people to open up.

Preview panes, subject lines, time of day, day of the week--they've all been studied, and they all appear to play a part in how we make the hundreds of split-second decisions we make every day. The statistics boil down to one simple reaction: "What's in it for me?"

• If the email is from a client, my boss or from my co-workers, I open it because I love working here and I'd like to keep it that way.
• If it's from family or friends, I open it because I love them.
• If it's from anyone else, it's either relevant or it's trash.

Whether it's a person or a brand, all of these choices are based on relationships with the sender. We realize email's full potential when we create messages that cultivate positive relationships by delivering something our audiences' really want or need. This builds trust and trust builds loyalty. One study claims that in a consumer environment, loyalty-in the form of emotional connections with brands-allows companies to charge 20-200% more for their products or services.

When it comes to internal communication programs, developing these kinds of relationships may be even more valuable because we're connecting with people who help our companies succeed.

Okay...if you still want some stats, here are just a few regarding consumer open rates; but remember, it's really all about relationships:

• About half (41.1%) of consumers open an email because something in the subject line caught their attention.
• Half (53.7%) read the subject line first and then decide to open the email.
• The best subject lines according to consumers clearly state the offer (55.2%), promise immediate answers (30.3%) or promise to solve a specific problem (15.2%).
• Discounts work well (49.6%) as does having the brand name of the sender (48.8%), humor (14.1%), and personalization (11%).

If you found this information valuable, wouldn't you be more likely to open an email from me?

Check out a ton of great research here and read other entries about using email to reach your audience.

Scroll down for some ideas on how to make your next email blast successful.

Remember Burger King's theme song from the '70s:

"Hold the pickles, hold the lettuce, special orders don't upset us, all we ask is that you let us serve it your way. Have it YOUR WAY... Have it YOUR WAY..."

At the time, this campaign seemed to be nothing more than a clever bid to beat the competition by delivering better service. With the benefit of hindsight, I see now that this may have been the beginning of one of today's hottest trends: mass customization.

Scion invites you to build your own car; Reebok allows you to create your own shoes... and the list goes on and on. Whether they're ordering bags of green-only M&Ms or buying custom-made shirts, it's no surprise that people like things their way. This holds true in the world of training too.

Creating content that speaks directly to learners' unique emotional needs and their rational must-haves is a surefire way to make quick connections that allow learning to begin... and stick. You're probably thinking that there's no way you could ever afford to create a personalized learning experience for every member of your company. The good news is, you don't have to.

Instead of customizing - think configuring - with new technology you can improve the fit of your mass-produced programs and create experiences that feel unique without breaking the bank. For example, Burger King didn't let you create your own menu, but they did allow you to arrange a discrete group of ingredients your way. By the same token, it may not be feasible to allow every user to create their own personal learning website. But simple things, such as allowing folks to select an interface layout they actually like to work with, as well as more intricate tasks, such as offering a choice to learn the same technical content in either "plain speak" or "techie speak" are completely doable.

The best part is, unlike customization, configuring software allows you to seamlessly, quickly and inexpensively, update and upgrade future versions of your content. Speaking of content, configuring it is one thing, making it engaging is something completely different. I guess you could say that content is still king. Case in point - most people only had to see the "Your Way" commercials once for that tune to get stuck in their heads forever.

Just for fun, check out the Super Bowl commercial that brought back the King's most memorable hit.

If you reach them before you teach them, your chances dramatically improve.

You don't have to have a PhD in adult learning theory to understand how being honest enough to let associates know "what's in it for them" creates messaging that perks up ears and wins hearts and minds.

Bottom line: the more that training makes associates feel like it's "all about them," the better.

For more articles on successful learning & performance improvement strategies, click here.

The Internet is a fluid medium that encourages revisions and updates to keep sites fresh and relevant. But that can't happen if making those changes is too time-consuming or expensive. Making the right decisions now about how your website is produced will impact how easily your site is updated later.

When your site's content and design are joined either as HTML or Flash, any changes to one must take into account the other. For example, when content and design are not independent, adding a 7th paragraph of text to a webpage designed to hold 6 paragraphs could ruin your carefully designed page layout; updating the site to match your company's new brand colors could mean changing every header on every page so that the color looks right.

Keeping the design separate from the content alleviates this issue because a change to one can be made without affecting the other. When the design is flexible by default, the layout doesn't suffer if the content expands or decreases. Changing the colors to incorporate your company's new branding is simple if the page title (content) is separate from the formatting of that title (design), then adjusting the formatting once changes the look of all the titles on the site.

Think of this process like baking where the batter is the content and different baking pans represent different designs. I can take blueberry muffin batter (the content) and pour it in any container (any design) I want--a muffin tin, a few small loaf pans or a Bundt pan. The batter is the same, but the final product can look drastically different. On the other hand, whether I use banana-nut, cranberry or blueberry batter, if I use the same muffin tin to bake them the final product will look basically the same.

Two tools commonly used to keep content and design separate are XML (Extensible Markup Language) and CSS (Cascading Style Sheets). XML describes the content and its structure but not the formatting and design. CSS describes the styling of HTML content without including the content itself.

A side benefit of separating content from design is that the content can be used in multiple deliverables: a website, a PDF and a CD-ROM for example. The design can also be used with completely different sets of content, for instance, English and Spanish. This isn't limited to HTML either. Flash can also be produced using XML with the same benefits.

The resources to produce a more easily updated website using these methods isn't much more for a small site and will actually save money for a larger one. But working with an experienced partner and planning ahead are critical.

Click here to read other entries related to smart website design.

The programmers on our interactive marketing team have a saying, "garbage in, garbage out." Pretty self-explanatory but the bottom line is: the results you get are the sum of the information/effort put into the equation.

So, a weak RFP = weak results.

Putting an RFP together from scratch can be daunting. An RFP from a brand team can look a lot different from one provided by procurement. Some RFPs reveal that the group sending it out has no clue what they want, while others have so micro-managed what they want there's little room to add apparent value, but both are equally challenging.

We've gotten calls from so many clients asking if we can help them with the RFP process that we put an RFP format together to help clients provide the information we need to best respond to each project's needs.

Here are some key bits of information that can be of great help your creative teams:

• Who? Who's the company, whose project is this, who is the audience?
  
• Why? Why is the project being done (this is, what are the key objectives?)
  
• What? What is the scope, what must the project include and what would be nice but would be an additional consideration outside the scope?
  
• When? When does the project begin, and when is it due?
  
• Where? If the project is a meeting, where is it being held?
  
• How Much? Budget. This is one of the most important pieces of information and the one most clients are reluctant to provide (the thinking being if I tell them the budget is a million, then I'm going to get budgets that are twice that). The way to ensure your budget stays at a million is to include that any budgets exceeding a million will not be considered, or say 750K, knowing that you can go to a million - but that just reinforces bad budget behavior. Please share your budget; otherwise, it's like going house hunting without telling the real estate agent how much you have to spend. They won't know what to show you that won't waste both your time and theirs.
  

Click here to read other entries related to making your next meeting successful.

A great RFP that asks the right questions and provides specific information about your project and organization will bring out the best in your vendors and enable you to make a better choice for your particular needs.

An RFP can be a powerful roadmap to creating an exceptional proposal or it can lead you into uncharted territory where you don't know which way to turn and you don't have much of a map.

Click here to read other entries related to making your next meeting successful.

Ask five different people what "Web 2.0" is and you'll probably get five different answers, but it all boils down to new ways of interaction and communication online.

Blogs, social networks (like MySpace, Friendster and LinkedIn) and other user-generated content (like YouTube and Flickr) give more people greater opportunities to make their voices heard online. At the same time, new systems for spreading and collecting information (RSS, content aggregators, social bookmarking) make customized content available to us when and where we want it.

This all leads to more people sharing more personal communications that are then custom-delivered to us. This is a perfect combination for developing a relationship with the people who use our products and services. Listening to what your customers want and like, and then communicating with them in an honest and personal way, makes your message more impactful, leading to trust and loyalty. If we don't we miss one of the best opportunities to connect with our customers.

So do you have a corporate blog for speaking directly with your customers? How about a wiki that brings together your company's and audience's knowledge of your products? Is your brand community-driven and would a social network help to bring them together? Could you use the Long Tail model and make more products and options available to your visitors? Are you ready to take advantage of these opportunities, and do you know enough to make an informed decision?

Learn more about Web 2.0 buzzwords and other Web 2.0 issues here.

Consumers taking part in Procter & Gamble research studies never asked for a lightweight waterless cleaning tool that could boldly go where no mop or vacuum has ever gone. The Swiffer is now a $500m brand.

A car mechanic struggling to complete a two-tone paint job using glue and butcher's paper never spoke to, but none-the-less inspired, a college dropout to invent masking tape.

When customers told 3M they needed bigger batteries to power larger computer screens, 3M delivered an ultra-thin plastic film that not only reduces power usage but also enhances image clarity and brightness.

What's my point? These products are all tangible examples that define what the word innovation is all about: meeting unspoken customer needs. To accomplish this, you have to do more than just listen, you have to collaborate.

I'm not talking about all the cool new mass collaboration opportunities made possible by wikis, social networking sites and open source software. I'm referring to the roll up your sleeves, live in your client's shoes, communicate openly, and freely admit when you're wrong kind of collaboration. It may not sound glamorous, but it definitely leads to long-term relationships and more creative and, yes, innovative work. Man, I feel like Jerry Maguire.

When you build collaborative customer relationships, you can brainstorm together, dream out loud together and play the what-if game without any baggage. This is real transparency. This is customer-led innovation. Creating innovative experiences is an aspirational but achievable goal if we keep one thought in mind-we're in this together.

Heather points us to an article in Ad Age that focuses on the responsibility of both clients and agencies to bring out the best in a brand.

http://adage.com/cmostrategy/article?article_id=117143

"You get my brand."

We hear that a lot from our clients.
Why is that?

Everyone at broadstreet might have a different answer, but here are a couple reasons that come to mind:

• The biggest reason is because we like our clients' brands. We want to contribute to their growth and success. We are consumers of many of the cool brands we work with.

• We get caught up in the infectious enthusiasm our clients have for their brands. That enthusiasm transfers to our teams who research and brainstorm ideas for projects and to the rest of us when we're asked to get involved.

• We're deeply immersed in our key industry verticals. We attend the same conferences our clients attend, read the same trade pubs, network in the same circles. We do this so we can have the same reference point in our conversations with our clients and to inform our creative and development teams as they begin the process on a new project.

• We have deep experience across a wide range of skills and keep ourselves updated and informed on the latest trends, innovations and practices.
  

There are a lot more reasons that will emerge from the entries in the blog but these are just a few.All these reasons are pretty simple and fairly obvious, so why don't more agencies dig deeper?

Well, some do.

Sometimes.

Two of the biggest barriers to going deep are time and money. Getting to understand both the wide AND deep information about an industry or a specific company within that industry takes a commitment of people's time and time=money.

There are agencies that will spend that money, but the thing agencies can't buy is their employee's passion and curiosity.

A lot of people at broadstreet spend a good amount of their personal time reading, doing, talking, volunteering, blogging, learning about the same things they do at work. Work is fairly demanding so in our business you have to at least like what you do. Our team loves what they do and it shows.

There's one other dimension. Ever watch a commercial and say to yourself, "That was cool," but couldn't recall the brand? Managers of those brands would probably say their agency gets THEM or gets what's cool, but could they honestly say their agency gets their brand if the viewer can't recall the Brand message?

Does your agency get your brand?

Ask yourself.

Better yet, ask your consumers.

Today we're launching a post card campaign called 20Q questions | insights.

The campaign was born of conversations we have all the time with our clients, our vendors and with each other.

20Q was designed to answer questions we're asked by members of our industry as well as to pose new questions our community should be asking.

We hope 20Q provokes conversation and debate so we can all gain greater insight on how we work and how we think. While we're discussing these first 20 questions, we're certain a few more will emerge.

We look forward to those questions and discovering the answers. If you have a question let us know and if you have a comment fire away.