Imagine my surprise. This was David Lubars, Chairman and Chief Creative Officer, BBDO North America.

The stage was set up like a TV interview show. Instead of a speech this would be a conversation. What happened was quite interesting and enlightening to, I'm sure, everyone in the room. Each of David's comments were little ah ha's that just made sense. The only thing that threw some people was when he referred to himself as "not being a Darren Stevens type of advertising man."

BTW: For those too young to remember Darren Stevens was the character played by Dick Sargent in the early 70's sitcom, "Bewi
Company Up and Running Just 2 Hours After Major Fire
You might think that something as major as a building fire could put a serious dent in the productivity of any office, to put it mildly. Destruction of property equipment, furniture and files are almost certain. How much in terms of assets would be lost and for how long? What about the company’s mission critical data? Could it ever be replaced? Computers (especially the magnetic disks contained within a modern hard disk drive) are very sensitive to heat and critical data is likely to be irretrievable from a machine that has been melted by the high temperatures of a building fire.So just how can a headline like the one in this article be plausible? How can a company suffer something as destructive as a major fire and yet be up and running just two short hours after the flames have settled and indeed, when the office is still smoldering and very much non-conducive to work (to say the least)?Property, furniture and equipment can be easily replaced (that’s what insurance is for). Temporary desks and chairs can be leased or rented quickly and easily. New telephone equipment and computer hardware can be purchased. But how do you replace your company’s mission critical data?The answer is simple: Online Data Backup.By using an online secure backup solution and storing important, mission critical data files in a secure offsite facility, your company can avert disaster and be up and running even before the fire has been pu
There were over 12,000 individuals from all over the place pre-registered for the conference. The hotel was packed like I haven't seen it since 1999.

On the first floor of the Hilton on 6th Avenue there is a bar with a huge seating area of tables and curved couches. It doesn't open until 5-6 in the evening, during the day people use it as a place to sit while they are waiting for something or just killing time. There are always 2-3 tables in use.

During Ad:Tech every seat was taken - attendees comparing notes and connecting with their contemporaries to discuss ideas they'd just picked up in one session or another or from a vendor in the exhibit hall. You could feel the buzz, the energy!

The press/speaker/blogs room had been relocated to a room three times larger than before - a dead giveaway that this was going to be special.

The event's opening keynote featured the head of the organization Drew Ianni, Chairman, Programming, ad:tech expositions, laying out their blueprint for the future of Ad:Tech as it expands its presence worldwide.

As he illustrated their growth strategy he alluded to the "bad old days" of just a few years ago. I remember attending one of those events - when it had been moved from a gigantic space the previous year and combined with another organization in a much smaller location and the luncheon could still have been held in a Manhattan apartment.

That was on the back-end of the dot com bust and conventional wisdom seemed to give Ad:Tech one more year before it would become a small part of another industry organization. To see the slides describing the strides they've taken and the plans they have in place demonstrates that the original "big idea" has come full circle. That with Ad:Tech as with business and life in general it all comes down to execution of the mission.

The keynote was to be delivered by David Lubars, Chairman and Chief Creative Officer, BBDO North America.

I had not taken the time to read any of the pre-conference materials or promotion so I had no idea who the keynote speaker would be.

When I got to my seat in the second row and saw the name and title on the huge screen I remembered why I always sit up front. It's to keep me from leaving early. Sitting up front means you can't sneak out. Common courtesy keeps me in my place. Invariably I pick up something so I continue the practice.

While Drew was telling us about David - that he had come from Fallon, Minneapolis "where he was responsible for some of most memorable and out-of-the-box advertising campaigns including Citibank's 'Identity Theft' series and BMW Films" - I was looking along the row in front of me trying to figure out which one of the blue suited businessmen has was.

I was familiar with these campaigns, as a TV viewer, so I was interested to see the guy who came up with them but not sure how this would translate to regular people like us.

Drew said that David had come to BBDO and had been charged with bringing a new, progressive way of thinking to an advertising agency once dubbed the "old guard". More interesting.

But still, how would it be possible that someone from this huge ad agency, with clients who spend more on a single campaign than our readers on Main Street generate in annual revenues, have something relevant for people like us?

When Drew introduced David, instead of the staid businessman in a dark blue suit and shiny shoes I was looking for - an energetic guy wearing Dockers, a tee shirt with a long sleeve shirt open down the front and Timberland shoes (I think I recognized the soles) ran up the steps to the stage. I thought he was a audio engineer there to attach the lapel mike to the staid businessman in the dark blue suit and shiny shoes.

Imagine my surprise. This was David Lubars, Chairman and Chief Creative Officer, BBDO North America.

The stage was set up like a TV interview show. Instead of a speech this would be a conversation. What happened was quite interesting and enlightening to, I'm sure, everyone in the room. Each of David's comments were little ah ha's that just made sense. The only thing that threw some people was when he referred to himself as "not being a Darren Stevens type of advertising man."

BTW: For those too young to remember Darren Stevens was the character played by Dick Sargent in the early 70's sitcom, "Bewi
Mileage Modifications In Cars
Since the first mass production car ever to emerge from a car factory, technology has improved greatly if not tremendously. From the early spooks wheel we have now alloy rims, from simple 2 stroke engines we now have 8 L v engines that tear up the road, not to mention about the luxury that a car can now offer the driver and passengers. In our present day technology is moving at an even increased rate than it was 140 years ago. But with all complicated things complications and problems are bound to appear. In this short paper we shall talk a few of them and those will be mileage adjustment, correction and reset.Mileage is the amount of miles that a car has gone and that is indicated on a special designated place on the dashboard of the car. As with other components of the car problems and defections may appear to the system that tells us the correct distance we are making will driving the car.For one reason or another parts on the odometer, the part that tells as the number of miles driven so far, may fail to function properly. Problems may also occur in the engine or to the gears that are used to tell the mileage. Because of this the number that the driver sees is most certainly wrong. In this cases a mileage adjustment or correction is needed so that the car’s odometer will once again star working normally. Also in some cars the need for mileage reset will sometimes be present because of two things: either the odometer has reache
e featured the head of the organization Drew Ianni, Chairman, Programming, ad:tech expositions, laying out their blueprint for the future of Ad:Tech as it expands its presence worldwide.

As he illustrated their growth strategy he alluded to the "bad old days" of just a few years ago. I remember attending one of those events - when it had been moved from a gigantic space the previous year and combined with another organization in a much smaller location and the luncheon could still have been held in a Manhattan apartment.

That was on the back-end of the dot com bust and conventional wisdom seemed to give Ad:Tech one more year before it would become a small part of another industry organization. To see the slides describing the strides they've taken and the plans they have in place demonstrates that the original "big idea" has come full circle. That with Ad:Tech as with business and life in general it all comes down to execution of the mission.

The keynote was to be delivered by David Lubars, Chairman and Chief Creative Officer, BBDO North America.

I had not taken the time to read any of the pre-conference materials or promotion so I had no idea who the keynote speaker would be.

When I got to my seat in the second row and saw the name and title on the huge screen I remembered why I always sit up front. It's to keep me from leaving early. Sitting up front means you can't sneak out. Common courtesy keeps me in my place. Invariably I pick up something so I continue the practice.

While Drew was telling us about David - that he had come from Fallon, Minneapolis "where he was responsible for some of most memorable and out-of-the-box advertising campaigns including Citibank's 'Identity Theft' series and BMW Films" - I was looking along the row in front of me trying to figure out which one of the blue suited businessmen has was.

I was familiar with these campaigns, as a TV viewer, so I was interested to see the guy who came up with them but not sure how this would translate to regular people like us.

Drew said that David had come to BBDO and had been charged with bringing a new, progressive way of thinking to an advertising agency once dubbed the "old guard". More interesting.

But still, how would it be possible that someone from this huge ad agency, with clients who spend more on a single campaign than our readers on Main Street generate in annual revenues, have something relevant for people like us?

When Drew introduced David, instead of the staid businessman in a dark blue suit and shiny shoes I was looking for - an energetic guy wearing Dockers, a tee shirt with a long sleeve shirt open down the front and Timberland shoes (I think I recognized the soles) ran up the steps to the stage. I thought he was a audio engineer there to attach the lapel mike to the staid businessman in the dark blue suit and shiny shoes.

Imagine my surprise. This was David Lubars, Chairman and Chief Creative Officer, BBDO North America.

The stage was set up like a TV interview show. Instead of a speech this would be a conversation. What happened was quite interesting and enlightening to, I'm sure, everyone in the room. Each of David's comments were little ah ha's that just made sense. The only thing that threw some people was when he referred to himself as "not being a Darren Stevens type of advertising man."

BTW: For those too young to remember Darren Stevens was the character played by Dick Sargent in the early 70's sitcom, "Bewi
Another Year Hating Your Job or Loving Life
I've come to the conclusion that to be successful - really successful - you've got to love what you do.Not like it okay. Not do it because you know how. Not do it because you've invested so much time and energy into it. I mean LOVE it! The kind of love that makes you want to get up in the morning and get going. Because your work has meaning, significance, and fulfillment. If these aren't words that describe what you do day-in and day-out, then perhaps this year is the time to make a change, to step up to your big, bodacious moment - or BoMo as I call it.How satisfied are you with your career on a scale of 1 to 10, with 10 being extremely satisfied?That's the question I kept asking myself during my ten and a half years at AOL during the 1990s. Year after year my answer was a 7, 8, or higher. The vast majority of time I felt passionate about what I was doing; I believed my contribution truly mattered. When my score dipped I asked myself serious questions as to why. Was my current role not longer interesting? Did I like the people I worked with everyday? Did I feel I was being fairly compensated?Several times this process helped me pinpoint changes I needed to make to get back on track. But when my rating was below 6 and stayed that way, I knew it wasn't about making adjustments. It was about facing the fact that it was my time to go. My BoMo was at hand.I still remember the scene. I was in my man
with business and life in general it all comes down to execution of the mission.

The keynote was to be delivered by David Lubars, Chairman and Chief Creative Officer, BBDO North America.

I had not taken the time to read any of the pre-conference materials or promotion so I had no idea who the keynote speaker would be.

When I got to my seat in the second row and saw the name and title on the huge screen I remembered why I always sit up front. It's to keep me from leaving early. Sitting up front means you can't sneak out. Common courtesy keeps me in my place. Invariably I pick up something so I continue the practice.

While Drew was telling us about David - that he had come from Fallon, Minneapolis "where he was responsible for some of most memorable and out-of-the-box advertising campaigns including Citibank's 'Identity Theft' series and BMW Films" - I was looking along the row in front of me trying to figure out which one of the blue suited businessmen has was.

I was familiar with these campaigns, as a TV viewer, so I was interested to see the guy who came up with them but not sure how this would translate to regular people like us.

Drew said that David had come to BBDO and had been charged with bringing a new, progressive way of thinking to an advertising agency once dubbed the "old guard". More interesting.

But still, how would it be possible that someone from this huge ad agency, with clients who spend more on a single campaign than our readers on Main Street generate in annual revenues, have something relevant for people like us?

When Drew introduced David, instead of the staid businessman in a dark blue suit and shiny shoes I was looking for - an energetic guy wearing Dockers, a tee shirt with a long sleeve shirt open down the front and Timberland shoes (I think I recognized the soles) ran up the steps to the stage. I thought he was a audio engineer there to attach the lapel mike to the staid businessman in the dark blue suit and shiny shoes.

Imagine my surprise. This was David Lubars, Chairman and Chief Creative Officer, BBDO North America.

The stage was set up like a TV interview show. Instead of a speech this would be a conversation. What happened was quite interesting and enlightening to, I'm sure, everyone in the room. Each of David's comments were little ah ha's that just made sense. The only thing that threw some people was when he referred to himself as "not being a Darren Stevens type of advertising man."

BTW: For those too young to remember Darren Stevens was the character played by Dick Sargent in the early 70's sitcom, "Bewi
5 More Tips for Maximum Business Success
1. Expanding awareness is the master-key. A Business doesn’t generate $1M, $5M, $10M, or whatever it generates because that’s all they want to generate. It’s all they are aware of how to generate. By expanding awareness within the business, revenue can be increased. As long as employees only know A, B, & C, they can only produce C-level results; they can only recognize C-level opportunities. But, the moment employee’s awareness is expanded to understand D, E, & F, now they can produce F-level results; they can recognize F-level opportunities.2. If a business is doing business the same way they were 5 years ago, they’re going out of business. For some, the “going out of business” process may be only a few months while for others it may take years. But it’s happening nevertheless. In simple and plain terms, business owners and executives must either maintain a constant drive to get better or they better figure out how to liquidate and get out before they and the other people in the business get hurt.3. Mental laziness, paradigms, habit patterns, conditioning, the pull to be like others, the ego and arrogance of success – these are the enemies of every person and every business and they must be overcome on a continual basis. The determining factor for a business is whether or not the folks at the top of the business overcome in these areas. If the thinking and attitude of the folks at the top is "soured", then the really
was looking along the row in front of me trying to figure out which one of the blue suited businessmen has was.

I was familiar with these campaigns, as a TV viewer, so I was interested to see the guy who came up with them but not sure how this would translate to regular people like us.

Drew said that David had come to BBDO and had been charged with bringing a new, progressive way of thinking to an advertising agency once dubbed the "old guard". More interesting.

But still, how would it be possible that someone from this huge ad agency, with clients who spend more on a single campaign than our readers on Main Street generate in annual revenues, have something relevant for people like us?

When Drew introduced David, instead of the staid businessman in a dark blue suit and shiny shoes I was looking for - an energetic guy wearing Dockers, a tee shirt with a long sleeve shirt open down the front and Timberland shoes (I think I recognized the soles) ran up the steps to the stage. I thought he was a audio engineer there to attach the lapel mike to the staid businessman in the dark blue suit and shiny shoes.

Imagine my surprise. This was David Lubars, Chairman and Chief Creative Officer, BBDO North America.

The stage was set up like a TV interview show. Instead of a speech this would be a conversation. What happened was quite interesting and enlightening to, I'm sure, everyone in the room. Each of David's comments were little ah ha's that just made sense. The only thing that threw some people was when he referred to himself as "not being a Darren Stevens type of advertising man."

BTW: For those too young to remember Darren Stevens was the character played by Dick Sargent in the early 70's sitcom, "Bewi
UK Commercial Digital Printing Services
Advancements in technology has resulted in several options for people in various fields. Print technology has undergone a rapid transformation with the advent of digital printing. It is a new method of printing in which printed sheets can be directly obtained from computer files without having to go through an intermediate medium such as a film negative or other machines such as plate-making machines.Several professional printing companies offer digital services to their clients. These clients are generally small and big companies with diverse needs for commercial printing. Commercial printing is used by these companies for various needs such as high volume printing of web or sheet fed printing, duplication of documents and publication of magazines, brochures and catalogs as well as graphics, drawings, images and other printed media. Commercial printers available in the market can print from originals or copy existing materials on other mediums.Some print companies in United Kingdom provide superior digital services to their commercial clients. These printing services are used for their promotional and marketing purposes. These services also include designing, editing, direct mailing and distribution services. Larger companies may also offer marketing and promotion services such as management and creation of trade show booths and related material. Various kinds of commercial printing options are available for business clients but
a long sleeve shirt open down the front and Timberland shoes (I think I recognized the soles) ran up the steps to the stage. I thought he was a audio engineer there to attach the lapel mike to the staid businessman in the dark blue suit and shiny shoes.

Imagine my surprise. This was David Lubars, Chairman and Chief Creative Officer, BBDO North America.

The stage was set up like a TV interview show. Instead of a speech this would be a conversation. What happened was quite interesting and enlightening to, I'm sure, everyone in the room. Each of David's comments were little ah ha's that just made sense. The only thing that threw some people was when he referred to himself as "not being a Darren Stevens type of advertising man."

BTW: For those too young to remember Darren Stevens was the character played by Dick Sargent in the early 70's sitcom, "Bewitched" Darren and his boss Larry Tate were the prototypical gray flannel suited advertising executives of the time. There are still many just like them - their tried and true tactics still work. However, it's being able to see beyond what has worked in the past that make David successful and his ability to bring along their clients into the new world of strategic brand planning in a universe defined by short attention spans, massive media proliferation and where the consumer is increasingly in control.

Drew, using the Barbara Walter interview style, sat down with David "to discuss the new media landscape, the continued power of the television commercial as well as the new opportunities and threats that are emerging thanks, in part, to new digital technologies, platforms and creative tools."

David's comments were reveling. Instead of taking the advice of his friends, to move to LA and start his own interactive boutique agency he decided to join BBDO in NYC - providing us our first ah ha - that it's not about the medium. It's about the message and delivering it in the most logical way.

At BBDO he would be able to work with clients to develop their big idea and with creative people with experience in every medium to work out the most logical way to get that message to their target audience. For him it's not about the technology or medium it's about the message. The medium is just the vehicle.

I his words, "Does it matter whether you use email marketing, forums, bulletin boards, blogs, focus groups, TV ads, online videos, etc.? No. Which method(s) depends on your audience and how you can reach them the easiest."

What impressed me, representing Main Street, was that he was not a zealot for a certain solution, especially requiring a huge budget. His comments focused rather on the importance of having a big idea.

Those of us who are not particularly creative must rely on those who are for help with the insights that flesh out the importance of the big idea and then craft the solution that will, hopefully, make it a household name.

But we're skeptics - since most of these experts see theirs as the solution of choice, and are willing to massage our big picture until it becomes a big picture that their service is uniquely suited to provide. (I'll be telling you about my experiences along this line, when I spent two days in the exhibit hall. But that's another story)

According to David, "When you have the big idea and an open minded team to consider how to make that idea relevant, the method you use to get that message to the right people will just feel logical."

Once example of the big idea being promoted in the right way was so obvious I almost laughed out loud. You see I had witnessed it first hand - like so many others, but because it seemed so natural I dismissed the creativity associated with it.

Last weekend we had friends visiting us from Arizona. We met them at their Times Square hotel and took them to dinner at one of our favorite Italian restaurants, Mezzogiorno, at the corner of Spring and Sullivan Streets in SOHO, one of the cool neighborhoods in NYC everyone has heard about.

The streets are narrow and always bumper to bumper as the cars creep between Broadway and 6th. Ave. The occasional doubledecker bus makes the journey as well, just barely fitting between the cars parked on both sides of the streets.

And there are always lots of people strolling along the sidewalks. It's a combination thriving little mini