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	<title>Comments for Sentrana Blog</title>
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	<link>http://blog.sentrana.com</link>
	<description>Turning complexity into competitive advantage</description>
	<lastBuildDate>Wed, 20 Jan 2010 23:15:41 -0500</lastBuildDate>
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		<title>Comment on Finding Pricing Excellence on a Roulette Wheel by lol Roulette</title>
		<link>http://blog.sentrana.com/2009/06/02/finding-pricing-excellence-on-a-roulette-wheel/comment-page-1/#comment-142</link>
		<dc:creator>lol Roulette</dc:creator>
		<pubDate>Wed, 20 Jan 2010 23:15:41 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=220#comment-142</guid>
		<description>Very nice article and mathematical research involved. I think the biased wheel software does have some promise only in the land based game, but it would take some time doing this without getting caught.</description>
		<content:encoded><![CDATA[<p>Very nice article and mathematical research involved. I think the biased wheel software does have some promise only in the land based game, but it would take some time doing this without getting caught.</p>
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		<title>Comment on Why Pricing Must Be a Continuous Process (Part 1) by Nathan</title>
		<link>http://blog.sentrana.com/2009/09/21/why-pricing-must-be-a-continuous-process-part-1/comment-page-1/#comment-141</link>
		<dc:creator>Nathan</dc:creator>
		<pubDate>Fri, 15 Jan 2010 23:10:10 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=386#comment-141</guid>
		<description>&quot;the organization’s inertia coefficient (a 100% made-up term)&quot; ... hilarious.

To respond to your article in a more relevant way, though; do you think that this idea of price flexibility is relevant to SMALL companies as well as medium and large? I understand the concept, and why price flexibility constitutes a competitive advantage in a rapidly changing market, but it seems highly resource intensive to me. As you said, a good deal of research needs to go into pricing decisions. Do you really think it&#039;s realistic for small companies to use precious resources for this purpose rather than, say, trying to improve product quality, or generate leads?</description>
		<content:encoded><![CDATA[<p>&#8220;the organization’s inertia coefficient (a 100% made-up term)&#8221; &#8230; hilarious.</p>
<p>To respond to your article in a more relevant way, though; do you think that this idea of price flexibility is relevant to SMALL companies as well as medium and large? I understand the concept, and why price flexibility constitutes a competitive advantage in a rapidly changing market, but it seems highly resource intensive to me. As you said, a good deal of research needs to go into pricing decisions. Do you really think it&#8217;s realistic for small companies to use precious resources for this purpose rather than, say, trying to improve product quality, or generate leads?</p>
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		<title>Comment on A Beer on the Beach, and Other Mysteries of Fair Pricing by Jim Davis</title>
		<link>http://blog.sentrana.com/2009/11/16/a-beer-on-the-beach-and-other-mysteries-of-fair-pricing/comment-page-1/#comment-140</link>
		<dc:creator>Jim Davis</dc:creator>
		<pubDate>Mon, 04 Jan 2010 12:21:24 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=430#comment-140</guid>
		<description>Good article highlighting critical importance of consumer reference price determination for pricing optimization.  
In the beverage industry, the &quot;purchase occasion&quot; is basically divided into immediate or future consumption.  For example, in your example I may be persuaded to purchase 1 or 2 beers to drink at the time (on the beach) at the hotel price; however, if I was planning on having a party later to server multiple people, my reference price would probably be the lower store price...</description>
		<content:encoded><![CDATA[<p>Good article highlighting critical importance of consumer reference price determination for pricing optimization.<br />
In the beverage industry, the &#8220;purchase occasion&#8221; is basically divided into immediate or future consumption.  For example, in your example I may be persuaded to purchase 1 or 2 beers to drink at the time (on the beach) at the hotel price; however, if I was planning on having a party later to server multiple people, my reference price would probably be the lower store price&#8230;</p>
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		<title>Comment on Finding Pricing Excellence on a Roulette Wheel by Ben Silver</title>
		<link>http://blog.sentrana.com/2009/06/02/finding-pricing-excellence-on-a-roulette-wheel/comment-page-1/#comment-138</link>
		<dc:creator>Ben Silver</dc:creator>
		<pubDate>Thu, 13 Aug 2009 06:53:55 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=220#comment-138</guid>
		<description>Hi Syeed,

An interesting read, I found the part about the Frequentist Probability got me thinking a bit, although not quite sure I understand completely. Will read up a little more and hopefully repost.</description>
		<content:encoded><![CDATA[<p>Hi Syeed,</p>
<p>An interesting read, I found the part about the Frequentist Probability got me thinking a bit, although not quite sure I understand completely. Will read up a little more and hopefully repost.</p>
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		<title>Comment on Globally, $50 Trillion of Wealth Disappeared in 2008; Will the Long Tail of Consumer Choices Survive? by Sentrana Blog &#187; Blog Archive &#187; Optimizing the Playing Field Where the Great Deleveraging Meets Freetopia</title>
		<link>http://blog.sentrana.com/2009/03/24/globally-50-trillion-of-wealth-disappeared-in-2008-will-the-long-tail-of-consumer-choices-survive/comment-page-1/#comment-137</link>
		<dc:creator>Sentrana Blog &#187; Blog Archive &#187; Optimizing the Playing Field Where the Great Deleveraging Meets Freetopia</dc:creator>
		<pubDate>Thu, 30 Jul 2009 19:28:27 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=43#comment-137</guid>
		<description>[...] expect some combination of lower prices and/or a reduction in the quantity of products supplied – a reversal of the SKU proliferation that has been a dominant feature of our consumer experience for the past several [...]</description>
		<content:encoded><![CDATA[<p>[...] expect some combination of lower prices and/or a reduction in the quantity of products supplied – a reversal of the SKU proliferation that has been a dominant feature of our consumer experience for the past several [...]</p>
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		<title>Comment on Optimizing the Playing Field Where the Great Deleveraging Meets Freetopia by Optimizing the Playing Field Where the Great Deleveraging Meets Freetopia &#171; acc3ss.info</title>
		<link>http://blog.sentrana.com/2009/07/28/optimizing-the-playing-field-where-the-great-deleveraging-meets-freetopia/comment-page-1/#comment-136</link>
		<dc:creator>Optimizing the Playing Field Where the Great Deleveraging Meets Freetopia &#171; acc3ss.info</dc:creator>
		<pubDate>Tue, 28 Jul 2009 18:05:28 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=331#comment-136</guid>
		<description>[...] See the original post: Optimizing the Playing Field Where the Great Deleveraging Meets Freetopia [...]</description>
		<content:encoded><![CDATA[<p>[...] See the original post: Optimizing the Playing Field Where the Great Deleveraging Meets Freetopia [...]</p>
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		<title>Comment on Missing the Ocean for the Stream: What We Can and Cannot Learn from IBM’s New Breakthrough by Roger Rea</title>
		<link>http://blog.sentrana.com/2009/07/07/missing-the-ocean-for-the-stream-what-we-can-and-cannot-learn-from-ibms-new-breakthrough/comment-page-1/#comment-135</link>
		<dc:creator>Roger Rea</dc:creator>
		<pubDate>Wed, 08 Jul 2009 11:26:31 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=314#comment-135</guid>
		<description>It is really hard to predict the future - weather forecasts are still only 90% accurate.  But perhaps a better example for InfoSphere Streams (product name for the research project System S) is monitoring of premature infants in neonatal ICU.  Correlation of things like oxygenation level, blood pressure and gestational age are indicators of the baby &#039;crashing&#039; which can be predicted up to 24 hours earlier than experienced ICU nurses.</description>
		<content:encoded><![CDATA[<p>It is really hard to predict the future &#8211; weather forecasts are still only 90% accurate.  But perhaps a better example for InfoSphere Streams (product name for the research project System S) is monitoring of premature infants in neonatal ICU.  Correlation of things like oxygenation level, blood pressure and gestational age are indicators of the baby &#8216;crashing&#8217; which can be predicted up to 24 hours earlier than experienced ICU nurses.</p>
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		<title>Comment on Missing the Ocean for the Stream: What We Can and Cannot Learn from IBM’s New Breakthrough by Twitted by marketmoving</title>
		<link>http://blog.sentrana.com/2009/07/07/missing-the-ocean-for-the-stream-what-we-can-and-cannot-learn-from-ibms-new-breakthrough/comment-page-1/#comment-134</link>
		<dc:creator>Twitted by marketmoving</dc:creator>
		<pubDate>Tue, 07 Jul 2009 16:07:24 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=314#comment-134</guid>
		<description>[...] This post was Twitted by marketmoving [...]</description>
		<content:encoded><![CDATA[<p>[...] This post was Twitted by marketmoving [...]</p>
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		<title>Comment on Cheating Your Way into Business Visibility by Sentrana Blog &#187; Blog Archive &#187; Missing the Ocean for the Stream: What We Can and Cannot Learn from IBM’s New Breakthrough</title>
		<link>http://blog.sentrana.com/2009/06/12/cheating-your-way-into-business-visibility/comment-page-1/#comment-133</link>
		<dc:creator>Sentrana Blog &#187; Blog Archive &#187; Missing the Ocean for the Stream: What We Can and Cannot Learn from IBM’s New Breakthrough</dc:creator>
		<pubDate>Tue, 07 Jul 2009 15:35:35 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=269#comment-133</guid>
		<description>[...] Other related breakthroughs are required to make this feasible in a business setting (see Cheating Your Way Into Business Visibility). To make better informed decisions with an understanding of the likelihood of possible outcomes, [...]</description>
		<content:encoded><![CDATA[<p>[...] Other related breakthroughs are required to make this feasible in a business setting (see Cheating Your Way Into Business Visibility). To make better informed decisions with an understanding of the likelihood of possible outcomes, [...]</p>
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		<title>Comment on Quantitative Intuition: It&#8217;s Not Counterintuitive (Nor an Oxymoron) by Sentrana Blog &#187; Blog Archive &#187; Quantitative Intuition II: The Bayesian Brain&#8217;s Achilles Heel</title>
		<link>http://blog.sentrana.com/2009/06/05/quantitative-intuition-its-not-counterintuitive-nor-an-oxymoron/comment-page-1/#comment-132</link>
		<dc:creator>Sentrana Blog &#187; Blog Archive &#187; Quantitative Intuition II: The Bayesian Brain&#8217;s Achilles Heel</dc:creator>
		<pubDate>Thu, 02 Jul 2009 22:20:34 +0000</pubDate>
		<guid isPermaLink="false">http://blog.sentrana.com/?p=259#comment-132</guid>
		<description>[...] a previous posting (“Quantitative Intuition: It’s Not Counterintuitive”) I described some of the advancements that have been made in bringing together the disparate worlds [...]</description>
		<content:encoded><![CDATA[<p>[...] a previous posting (“Quantitative Intuition: It’s Not Counterintuitive”) I described some of the advancements that have been made in bringing together the disparate worlds [...]</p>
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