Welcome to the Corporate Gibberish Generator™ by Andrew Davidson. andrewdavidson/at\andrewdavidson/dot\com
Enter your company name and click
"Generate" to generate several paragraphs of corporate gibberish
suitable for pasting into your prospectus.
(The gibberish is geared more toward Internet and technology companies.)
Do you have a plan of action to become B2B2C?
STW practically invented the term "channels".
Your budget for reinventing should be at least one-tenth of your budget for redefining.
We understand that if you orchestrate virtually then you may also extend extensibly.
What does it really mean to leverage "vertically"?
What does it really mean to drive "dynamically"?
We will streamline the term "open-source".
If all of this seems marvelous to you, that's because it is!
Is it more important for something to be synergistic or to be open-source, holistic?
If you architect intra-micro-magnetically, you may have to productize seamlessly.
Our technology takes the best aspects of DOM and ASP.
What do we exploit? Anything and everything, regardless of semidarkness!
Imagine a combination of PNG and Python.
We think that most back-end splash pages use far too much HTML, and not enough J++.
STW practically invented the term "all-hands meetings".
Imagine a combination of Rails and VOIP.
We will strategize the commonly-accepted term "magnetic".
Think reality-based. Think B2B2C. Think value-added. But don't think all three at the same time.
Without user interfaces, you will lack B2B experiences.
We apply the proverb "A stitch in time saves nine" not only to our C2C but our aptitude to disintermediate.
The reporting factor can be summed up in one word: revolutionary.
We will enlarge our aptitude to envisioneer without lessening our capacity to matrix.
Your budget for strategizing should be at least one-half of your budget for e-enabling.
Quick: do you have a out-of-the-box game plan for regulating emerging niches?
Your budget for driving should be at least one-half of your budget for redefining.
Is it more important for something to be cutting-edge or to be bricks-and-clicks?
STW is the industry leader of long-term e-markets.
Our subscriber-defined feature set is second to none, but our clicks-and-mortar social networks and newbie-proof configuration is often considered an amazing achievement.
What do we grow? Anything and everything, regardless of namelessness!
We understand that it is better to engage strategically than to strategize robustly.
Think ultra-dynamic.
The functionalities factor is customer-defined.
If you aggregate globally, you may have to envisioneer globally.
The super-ultra-process management factor is e-business.
What does the commonly-used term "data hygiene" really mean?
Our functionality is unparalleled in the industry, but our clicks-and-mortar, viral channels and user-proof use is constantly considered an amazing achievement.
Think robust.
We apply the proverb "The early bird catches the worm" not only to our all-hands meetings but our capacity to strategize.
STW is the industry leader of impactful obfuscation.
A company that can enhance courageously will (someday) be able to transition faithfully.
Is it more important for something to be synergistic or to be viral, innovative?
The e-services factor can be summed up in one word: e-business.
Think C2C2C. Think open-source, next-generation. Think viral. But don't think all three at the same time.
Imagine a combination of VOIP and XHTML.
Think super-infinitely reconfigurable.
Our feature set is unmatched, but our 24/7/365, web-enabled action-items and user-proof configuration is constantly considered an amazing achievement.
A company that can engage easily will (at some point) be able to morph defiantly.
We have proven we know that if you disintermediate virally then you may also expedite seamlessly.
Without appropriate supply-chains, supply-chains are forced to become cutting-edge.
Have you ever wanted to expedite your feature set? Without filling out any forms?
Our feature set is unmatched, but our blog-based C2C and user-proof configuration is constantly considered a remarkable achievement.
The capability to visualize seamlessly leads to the aptitude to benchmark interactively.
A company that can iterate defiantly will (someday) be able to revolutionize courageously.
The research and development factor can be summed up in one word: customer-directed.
Without sufficient experiences, social networks are forced to become back-end.
We pride ourselves not only on our feature set, but our non-complex administration and newbie-proof configuration.
Think mega-user-centric.
We pride ourselves not only on our feature set, but our user-proof administration and newbie-proof use.
We think that most customer-directed web-based applications use far too much JavaScript, and not enough AJAX.
We will aggregate the ability of infinitely reconfigurable leading-edge ubiquitous, killer data hygiene to synergize.
We realize that it is better to reintermediate vertically than to facilitate mega-transparently.
What does the commonly-used standard industry industry jargon "transparent" really mean?
Think client-focused.
STW is the industry leader of innovative partnerships.
What does it really mean to grow "holistically"?
Quick: do you have a distributed scheme for handling unplanned-for deliverables?
It may seem dumbfounding, but it's accurate!
We pride ourselves not only on our feature set, but our simple administration and easy operation.
What does the term "relationships" really mean?
Without functionalities, you will lack back-end, 24/7 CAD.
Think real-world.
We think that most enterprise portals use far too much AJAX, and not enough PGP.
The ability to brand iteravely leads to the aptitude to utilize vertically.
What does the term "enterprise" really mean?