Infosys CEO on the economy, Microsoft, and outsourcing

IBM, Oracle, HP, Microsoft, SAP all look similar.

Amazon is moving fast with AWS–search AWS on Bing or Google–they are the wildcard here.

Neuropersona views become important as the core infrastructure is outsourced and process change becomes awkward.

Consider a Neuropersona view as an on-ramp to the stories and numbers needed to navigate and analyze before you decide.

Predictive analytics is not possible without considering future processes or future measures. This is provided with a Neuropersona Story Lens.

Media has a similar problem as everything is outsourced and the search engines have killed the goose that layed the golden egg–syndication.

Neuropersona views provide a forward facing on-ramp to Media content and let users or customers navigate according to their perspectives. Adscenario is the Media on-ramp that we employ and empower with Neuropersona views.

Cheers,
Nick
http://www.neuropersona.com
http://www.adscenario.com

Infosys CEO on the economy, Microsoft, and outsourcing – TechFlash: Seattle’s Technology News Source

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Interview: How Microsoft plans to juggle its three Internet brands – TechFlash: Seattle’s Technology News Source

BING is about sound.
Navigation is about tuning.
Neuropersona perspectives tune content.

Cheers,
Nick
http://www.neuropersona.com
http://www.adscenario.com

Interview: How Microsoft plans to juggle its three Internet brands – TechFlash: Seattle’s Technology News Source

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Successful Sales Strategy

 Strategy has often been confused with theory or as an intellectual excercise or even worse, something that has a tenuous link at best to going out into the marketplace and serving customers.  After all, who could go to the boss and say that the strategy appeared not to be working.  Certainly not GM workers.
 
We use a Neuropersona approach blended with Scenario analysis to measure and support Strategic success and bring traditional strategic theory to earth SpeedSynch to align Products, Customers, Content and Partner Communities.
 
 
Strategic Alignment
 
Identify strategic objectives and metrics.
Map value created and identify the customers that benefit.
Employ Neuropersona best practices analysis to align value proposition, media focus and customers..
  
Neuropersona Strategy Value FLOWS

Neuropersona Strategy Value FLOWSValue Time Perspective The value time perspective below helps map enterprise objectives in the top or Scenario layer to the customers we serve in the bottom or Neuropersona layer. Value Flow Perspective The value flow perspective below identifies where value is created in the value chain so that we can understand the business levers to measure and where value can be quickly adjusted. Neuropersona Media Value Alignment Best Practices

See Uniqlo Analysis to see the application of the Value Time and Value Flow perspectives.
 
Cheers,
Nick Trendov

Voice Battles Text in Search War

If Media is where the battle is then search are the weapons that determine the winners of the war.

Mobile phone interfaces have not reached the simplicity of voice and voice is where the battle for Media will be won.

Some voice search resources can be found but this is an old battle which we will detail in our brand war blog.

Cheers,

Nick www.neuropersona.com

Proximity Branding & Advertising

Proximity Branding is one way to spread the influence of your brand without spreading your branding budget.

Advertising dollars guided by a Persona perspective will permit targeting behaviours rather than clicks.

Why is this important?  Marketing and Advertising objectives and measures have changed drastically.

Cheers,

Nick www.neuropersona.com

brand warfare

Successful competition requires a company to displace the value of other brands with their own in a customer’s mind.

Advertisers prefer repitition however this is not the best or only path to success.  They repeat “mine is better, bigger or cheaper than yours!” many, many times.

Consider the Story Lens which offers the continuum;  Story > Process > Software > Brand > KPI or Measure.  To displace a competitive brand;

  1. Focus on how Customers measure success
  2. Observe how Customers employ the Brand (Software)
  3. Ask why Customers employ the Brand (Process)
  4. Determine the top two stories that a Customer attaches to a Brand

Cheers,

Nick www.neuropersona.com

Blogs and Profit

Three good reasons why we connect Blogs and Profit; Google MSN and Yahoo, and this is how to Profit from Blogs:

1.  Look at the Blog conversations

2.  Adjust

  • How and where you promote or talk about your product.
  • The services or design elements of your product.

To “Profit from Blogs” you don’t have to become a blogger or network marketing affiliate or spammer.

Cheers,

Nick Trendov www.scenario2.com

why do customers buy?

There is a big problem out there as customers know how to use products better than manufacturers or suppliers.

Now that everyone is ‘cutting costs’ aka PEOPLE, manufacturers or suppliers know even less about why customers buy and how and when they would apply their products.

This is an amazing opportunity and why Scenario2 exists.

Cheers,

Nick www.scenario2.com

Press Releases and Future Success

Consultants often tell their clients to create press releases to represent their ‘desired future’ and then work backwards to the processes and events that must occur to achieve their  objectives.  This approach has two critical problems.

  1. Focusing on one ‘desired future’ can poison our behaviour today by limiting our perspectives rather than preparing us for multiple considerations of what may happen.
  2. Just like forecasting this simple approach fails more often than not as most companies don’t know their current state and their internal focus restricts their field of vision as to what may occur and hamper the analysis and actions needed to achieve their desired future state.

The Press Release technique is interesting but must build on accurate current state information and high quality future scenario analysis to frame press release content links to company stories, processes, software, brands and KPIs ( see the STORY LENS ) in a meaningful way.

Cheers,

Nick www.scenario2.com

FAST SCENARIO

A scenario is a bucket of stories that drives processes, stimulates creation of software, adds to brand value and spawns measures to help us adapt to future changes in the world as we see it today.  Think of a scenario as a number of vignettes about the future and we use them to help guide what we do and when.

Ideally we use two or three different future scenarios to prepare ourselves for different possible futures, to minimize our risk of failure or minimize our risk of NOT SUCCEEDING or exploit future scenario opportunities.

Accountants use scenarios daily.  Forecasts are the intersection point of Accountants, numbers and stories, but sadly they forget the stories behind the numbers and manipulate numbers without considering that story relationships are far different than adding or subtracting, more or less flexible or just plan inexplicable.  Scenarios are not sensitivity analysis (sales up and expenses down) or workflows (if I do this then should I do that) or tools to create web sites (if a buyer goes there they press this button) but rather a bucket of stories, pure and simple. 

For a FAST SCENARIO create a folder, digital or physical, and cut and place stories into the folder.  When finished read the stories to see which internal process, software, brands or measures are affected by the stories.  This perspective is reflected in a simple but powerful tool, the STORY LENS.

Once we understand the stories in the folder or bucket and their relationships to each other we get a clearer understanding of the current state of the business.  We finish the scenario by simply fast forwarding the stories and processes from our new understanding of current state.  We are here now and we expect to be ‘there’ or where the scenario takes us in the time that is of interest to us.

A FAST SCENARIO tells us where we might go and allows us to understand how to prepare.  The hidden value of a FAST SCENARIO is understanding where we are today or our current business state. 

Most companies are very good at understanding where they want to go and forecasting.  Where they fail is understanding their current state as no matter how good their forecasting is, they will not reach their goal as they almost always start from a different place.

Cheers,

Nick www.scenario2.com