BIG DATA, HPC deliver ROI #in Global or Mobile Product Launches

Mobile Customers Elude Corporate Marketers

The pace of customer or market change has accelerated far beyond the ability of corporations, large or small, to adapt using conventional marketing or research processes and over the past 20 years, P&G, GE, Apple, Microsoft, IBM and others have embraced the notion of ‘open innovation’ where external innovation or ideas are the drivers to future revenues.

In North America Smartphones from RIM, Nokia, Motorola, LG, Samsug, Sony and Apple have fueled the age of the mobile customers where customers can find better solutions to problems faster which increases corporate product launch RISK 

Product manufacturers or their re-sellers are quickly falling behind the insight curve as their customers have started to employ multiple devices simultaneously to consume and create content in a way that is currently un-measured by standard analytical programs.  Quite simply it is impossible to ‘optimize search’ or SEO for your product when a customer uses two or more devices to view two or more information or product sources simultaneously.

Imagine the Ferrari below driving slowly past three cafe tables where marketers are seate, each table representing a view from a specific marketing channel or perspective.  Each table views the car differently depeding on their metrics and measurement frequency and when they share the data it seems as if different cars passed by the cafe that day.  The same occurs with the single customer when they seem to exhibit multiple behaviours as they access multiple content, information or product sources simultaneously across multiple devices, in multiple languages–they effectively disappear from marketing views provided with ‘tired’ metrics.



Some technology vendors appear to propogate the myth that BIG DATA powered by High Performance Computing or HPC platforms can find answers faster, and this is true, except that the questions asked by customers and other value chain partners change faster than the fixed ‘factory-like’ optimized solutions delivered.

The ability to shift perspectives and provide flexibility is a critical value element available to corporations that combine BIG DATA and HPC though many that have employed the combination have both increased cost and RISK like eDiscovery, Financial Services and Media customers.



North America is about to see the onslaught of products from different countries and content in multiple languages and unlike past campaigns, customers will understand the content and how the delivery benefits them, their family and their networks.

Old notions of paying Advertisers or PR Agencies to Tweet will crumble as local customers adopt multiple languages and multiple devices.



Harvesting, aligning, delivering, analyzing and responding to mobile customers in local markets is a signficant challenge if you are limited to marketing metrics or IT resources optimized to corporate perspectives rather than changing customer needs.

Join us to see how BIG DATA and HPC High Performance Computing can re-align your customer to your Product before you go to market!



Nick Trendov @Scenario_2


BIG DATA is the TREND & HPC High Performance Computing is your FRIEND

Search BIG DATA and you will received millions of ‘hits’ on any search engine that you use which implies that a few folks are excited, perhaps very excited about BIG DATA, and if BIG DATA is a ‘trend’ and the ‘trend is your friend’ then you should pay cloase attention to BIG DATA, but why?

Knowledge was Power, now BIG DATA is Power

Nearly everyone has heard the phrase ‘knowledge is power’ though in mobile internet age the notion of knowledge has shifted from a preceise metric to one that constantly changes to accomodate global innovations in products, processes or business models.

BIG DATA or the analysis of huge amounts of data from many sources simulteanously at millisecond rates, think about automated stock market trades, thus allowing BIG DATA to displace knowledge in the creation and retention of power.  After all, how can yesterday’s knowledge help when your competitors are updating their knowledge based on BIG DATA they collected last night–data which will take you months if not longer to collect, analyze and assimilate into your products, processes or business models.


Simply analyzing BIG DATA with old technology is also inadequate as most transactional systems are based on the factory model or tightly integrated to minimize cost and mazimize ROI.  Likewise ROI is based on specific enterprise metrics which are defined precisely and are very difficult to adjust swiftly to changing OUTCOMES which are required due to changes in customer or market direction.

BIG DATA Decisions & HPC

Unless BIG DATA can be processed quickly the time and resources used to collect BIG DATA will turn your enterprise into a library or a data pack rat at worst.

HPC or High Performance Computing are tools, techniques and technologies that can process huge amounts of data unbelievably quickly, but the employment of HPC assets or resources requires a focus on desired enterprise OUTCOMES to be effective.


Some HPC & BIG DATA values to help you adapt to changing OUTCOMES.

  • Product Launch Readiness–global alignment of Products to Customers
  • eDiscovery–multi-lingual/jurisdictional discovery teams
  • Predictive Analytics–across corporate or competitive value chains


Effective BIG DATA and HPC programs require planning to focus resources, spend and achieve faster results.

Ask us about how our clients or vendors employ HPC or BIG DATA and let’s explore how they can help your environment in a cost neutral way!


Nick Trendov @Scenario_2

How do you Know? –Predictive Analytics Learnings

‘How do you Know’ is a story about distorted perception told via ‘The Matrix’ and the three cafe tables.

The Matrix is made up of programs or ‘numbers’ who attempt to destroy people or ‘stories’.

People learn to recognize programs as anomolies in the Matrix like woman in red dress that is among people dressed in black.

As woman or car goes past three cafe tables the person sitting at each table measures differently and later when they compare observations it seems as the ‘data’ or the woman/car changes as it goes past each table.



This happens between organizations, in organizations or at a cafe and attempts at precision doesn’t improve ‘accuracy’, indeed it distorts the ‘real’ thing–here a car or a woman.

How do you Know? is a representation of the frequency, detail and perspective of measurement that is distorted further when it is recorded and yet again when it is retrieved and analyzed.

Significant stress is caused by mis-understanding or distorted perception caused by the analysis of content, either numbers or stories, that is inappropriately aggregated programatically or mathematically.

The next time you review ‘historical’ data for marketing or operational analytics consider the story of the 3 cafe tables and ask the simple question–How do you Know?


Nick @SpeedSynch @Groups_Groups @Scenario_2 @Marketstory

Mergers & Acquisitions #IN #Mining

Opportunities for financiers, lawyers and investors at a time of decent commodity demand and prices.

Alignment of companies, technologies and workers are opportunities for service providers and employees.


Nick @SpeedSynch

#SpeedSynch and #Transmedia Resonance Rules #IN Advertising and Internet Marketing

Advertising and Internet Marketing

Marketers have embraced the World Wide Web to create unique marketing value or cut advertising costs of old Media business models and recently have been surprised to discover that Internet Marketing processes offer opportunities to significantly reduce business risk.

Internet Marketing and Risk Reduction 

Real-time Internet interactions on web sites, blogs or Social Media platforms provide insights to changing customer needs and the ability to adjust products accordingly thereby reducing business risk.

Risk Reduction and Extended Supply Chains

Reducing business risk as products flow along their Supply Chain provides a positive impact on future product values, sales or profits by exploiting insights of changes in;

  • Customer Demand
  • Customer Behaviours
  • Competitor Product features
  • Customer Content preferences
  • Customer Media preferences

These and other changes may be mapped by employing the concept of Resonance to determine their impact on product values as products travel across their Supply Chains.

Extended Supply Chains and TransMedia

Web2.0 technologies have enabled innovation and distress in Media markets, the implosion of News related business models, the spectacular rise of Social Media platforms and more recently the subtle use of TransMedia, where stories are delivered in segments across multiple media channels or extended supply chains or different places, spaces and times. 

TransMedia techniques offer innovative alternatives to traditional advertising and faster more flexible options to creative marketers to differentiate their customers and their competitors.

The other significant innovation in Internet Marketing is the concept of ‘Resonance’ used to convey how closely two things ‘vibrate’ or their affinity to each other. Resonance has also recently been embraced by Twitter as the core of its Advertising revenue model. 

SpeedSynch Resonance and Content

SpeedSynch Resonance Maps identify and map relationships between people, products and content to guide the delivery of stories across Media and TransMedia channels and platforms to align the resonance of products and content to the people they serve.

Inspired by Twitter’s innovation, SpeedSynch employs semantic algorithms to build SpeedSynch Resonance Maps to measure two other unique content values –

  • Wayfinding or Navigation—help people find content or products
  • Accelerated Learning—help people learn how to extract content or product values

A SpeedSynch Resonance Map of the SpeedSynch Twitter stream:

* Please click once or twice to enlarge or alternatively work with the enlarge option on your browser…

Semantic SEO Report of SpeedSynch Twitter Feed 2010.08.08
SpeedSynch Resonance Map of Twitter Stream

Content and Profit Alignment Rules

People create content in the form of conversations and stories to ask questions or look for answers that reflect their changing needs or behaviours and content is used by corporations to express the value of their products to their customers. 

Alignment Rules Content

  • Twitter content changes quickly
  • Blog content changes are slower
  • Content changes within corporate web sites are even slower

Content ‘resonance’ helps you understand when your brand or product stories are aligned with your customers or how your customer needs have changed as your products are travelling along their Supply Chain.  Surprises when products arrive are not fun!

SpeedSynch uses content Resonance maps to align multiple customer behaviours to content and products that fit what they need.

Content and Resonance

Twitter Resonance is a critical element in communication today because it offers fast, simple and mobile real-time ability for people to exchange conversations, opinions and information.  Many Tweets or posts in a Twitter streams include external links to content or ‘backlinks’ to other content on web sites or social media sites.

Over the past five years we have developed SpeedSynch Resonance Maps to help marketers identify and map what is ‘top of mind’ to anticipate and adapt to changes in customer needs and behaviours to reduce business risk or increase revenue and profit opportunities.

Join us to see how Internet Marketing reduces your business and Supply Chain risk.


Nick @SpeedSynch

Social Media Strategy and Change

In an answer to a LinkedIn question about the definition of Social Media Strategy I answered that we accomodate constantly changing needs and embed them into our Social Media Strategy by defining Strategy as the point at the intersection of Goals, Metrics and Resources.

Flexible Social Media Strategy 

Typically Social Media ‘strategy’ focuses on selling though it is easy to apply Social Media investments to many corporate, profit or not-for profit, NGO or political places and spaces.  Regardless of the venue or business, once the Strategy target is set (Goal, Metrics, Resources) we create relationship maps of People, Process (work) and Content.

Once we determine strategic relationships we then consider Value outcomes of our Social Media Strategy.  Value is different than our Goals though it may also be included in our use of Metrics.  High quality customer relationships is an example of a Value.

Understanding how customers rank Value and then linking it back to our Strategy allows us to work with our next two elements; Content and Learning.

Content and Learning

Content takes customers or other value chain partners to the Value that we deliver and helps us learn and deliver learning across our value stream, including our customers. Innovation and market success depends on our ability to understanding learning requirements and deliver them as part of our Value.

Social Media Strategy is only as good as your ability to help people find the relationships they need between People, Work and Content. Learning supports the ability to innovate and ensure that the content is learned to the benefit of value chain partners and customers.

Social Media and the Social Graph

Silicon Valley insiders employ the concept of ‘Social Graph’ to Social Media evaluations though it is a ‘command and control’ concept where it is assumed that relationships are fixed. Twitter’s Resonance business model is much better as community members can create temporary relationships and with this we get to our ‘secret’ strategic ingredient–perspective.

We allow our customers or other value chain partners to take any perspective according to their needs. During one social interaction a person may look like one market segment and during another they may look like another–behaviour flexibility matter more than fixed market segments or social graphs where everything is a commodity.

Currently it appears that Twitter’s software platform offers better value faster and from multiple perspectives to community members and so our Strategy starts with Twitter though this may change.

Why do we start with software? It is easier to anchor customer presentations and compare value delivered by other Social Media platforms and advertising campaigns to Twitter’s software and Advertising Resonance model. It is a solid benchmark even if the client need takes us in a different direction whether we employ Social Media for marketing, advertising or deliver other value to value stream partners or even internally for innovation or manufacturing support.

Social Media Behaviours and Infrastructure Investments

Another hidden value offered by a good Social Media Strategy is the ability to understand shifting customer or market behaviours and helping infrastructure projects move forward profitably. Wireless providers typically have a long cycle for infrastructure investments, one which is longer than new product introductions and perhaps new customer behaviours that move from heavy voice use to heavy SMS and video use.

Part of all of our client Social Media Strategy analysis is linking current products and customer behaviours to infrastructure deployments. Once we understand markets are diverging from the value delivered during a deployment we map the new behaviours, hop back into the POS or BI warehouses to adjust demand models, compare anticipated demand to value delivered with future infrastructure and then hop back outside to tune marketing advertising to incent or dis-incent behaviours to align both as much as possible. This reduces both infrastructure and market risk and ideally our recommendation would be to provide contractual amendment suggestions so that suppliers might shift what they deliver to adjust event more. Baby steps first.

Hope this helps.



Text drives marketing success

Text is the bomb!

Mobile users create content as they navigate, physically as they move and via browers though typically ‘browsing’ is not casual as implied by the name but a very focused process used to find, define and refine problems and solutions from multiple perspectives.

View a mobile user’s objectives through our story lens and you will see why text, typed or voice-to-text is critical in this process and permits flexibility significantly beyond’Apps’.

Tell a STORY.
Tell a Story twice and it becomes a PROCESS.
Tell a Story again and someone writes SOFTWARE.
Tell a Story again to creates value in a BRAND.
Tell a Story again and we start build MEASURES.

Apps are small pieces of software used to accelerate one or a very few number of processes.  If they did more they would be an application rather than an App.  Apps are focused and restrictive because of that focus.

Text  is fast simple and flexible and can be used to ask for help or confirm an action or virtually anything else.

We use text to align questions+answers, problems+solutions, products+customers or mentors+learners.


Why the big phone companies are dogs

An interesting perception by a reporter who seems to need drama and while drama is entertaining I’m not sure that it helps investors or contributes to the operations of telephone operators.

Phone companies can grow but eventually face the competition and the balance between growth and value or revenues and profit.  Focus on one and the other seems to move and not always in a way that you expect.

Maybe the drama is needed to draw attention from something else, perhaps the quality of the reporting.



Why the big phone companies are dogs

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Obama proposes Great Lakes cleanup

CBC News – Technology & Science – Obama proposes Great Lakes cleanup

Capitalists pollute and people clean water–will the clean up costs be added to corporate taxes or reduce their deductions?



THE GREAT WAVE OFF KANAGAWA Katsushika Hokusai 葛飾北斎 1831

1831 Fractal in Japan: GREAT WAVE OFF KANAGAWA


Katsushika Hokusai 葛飾北斎 1831

.Scenario2 employs fractal perspectives for business model innovation.

This famous woodblock print is fractal in nature and brilliantly illustrates that looking at the great wave provides simultaneous insight to all parts for the wave, great or small.  Understanding  relationships between neighbouring parts in the great wave provides simultaneous insight to all relationships in and accross the wave, great or small.

Scenario2 employs fractal perspectives for business model innovation, to create advanced corporate business and competitive intelligence analysis and to enrich Neuropersona perspectives used to broker and align expertise, content, products and customers in dynamic or competitive markets.