[ Pick the date ]   [ Edition 1 , Volume 1 ] 

 VISUALIZATION 

 Visualization , in 

 combination with a clear 

 business strategy , can reduce 

 the typical fuzziness of front- 

 end innovation . It can close 

 the psychological gap 

 between future and present ; 

 the future becomes more real 

 for purposes 

 of 

 innovation 

 in the 

 present . 

 Inspired 

 visualization 

 can be the 

 proverbial “ one picture is 

 worth a thousand words . ” It 

 can help to bridge a time gulf 

 of a thousand years or a travel 

 span in outer space of a 

 thousand light - years . For 

 practical purposes of 

 innovation , however , the 

 visualized future image 

 should have a reasonable 

 connection to the present in 

 terms of achievement 

 .Visualization generally 

 involves the perception of 

 needs and preferences across 

 a large population of potential 

 consumers , conditioned by 

 informed forecasts of 

 lifestyles and external living 

 conditions . 

 Visualization overlaps 

 with , but is not the same as , 

 several other management- 

 related concepts — vision and 

 associative marketing . Vision 

 refers to a broad , generally 

 long - term picture of company 

 mission and goals ; it is not as 

 concrete as visualization . 

 Associative marketing is when 

 a company advertises a 

 product by tying it to a usually 

 vague image of a desirable 

 customer lifestyle ( e.g. , an 

 enjoyable vacation ) . Such 

 visualizations would not 

 generally be adequate for 

 specific innovative efforts in 

 product design . 

 A good visualization should 

 encompass both attractive 

 lifestyle images for consumers 

 and realizable technology 

 designs for innovators . The 

 relevant future context should 

 also be realistic in terms of 

 expected social - demographic , 

 economic and environmental 

 trends , including trends 

 toward sustainability . Many of 

 these trends are evolving in 

 an exponential fashion ; future 

 visualizations therefore need 

 to be correspondingly 

 complex — even 

 “ disruptive”—in scope . 

 Reinforcing this complexity is 

 the fact that forecasters often 

 Mary Mohamed 

 [ THE QUOTE IS BOLD AND 

 DISTINCTIVE . THE GALLERIES 

 INCLUDE ITEMS THAT ARE 

 DESIGNED TO COORDINATE 

 WITH THE OVERALL LOOK OF 

 YOUR DOCUMENT ] 

 [ T Y P E   T H E   C O M P A N Y   N A M E ] 

 disagree about the nature , the 

 growth rate , of future trends , 

 thus altering their potential 

 impact on innovation in the 

 present . Consumers ’ 

 visualizations of their lifestyle 

 needs are often based on 

 prior experience and 

 convenience and may conflict 

 with companies ’ broad visions 

 of future trends in product 

 design . 

 CONCLUSION 

 The front end of innovation 

 does not have to be so fuzzy . 

 To innovate in the present , 

 start by — and collaborate 

 on — visualizing the future . 

 The more consumer lifestyle 

 detail , the better . Strong 

 visualizations can clarify and 

 reinforce the strategic vision 

 underlying an innovation 

 project . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Mary Mohamed
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: [ Pick the date ]   [ Edition 1 , Volume 1 ] 

 VISUALIZATION 

 Visualization , in 

 combination with a clear 

 business strategy , can reduce 

 the typical fuzziness of front- 

 end innovation . It can close 

 the psychological gap 

 between future and present ; 

 the future becomes more real 

 for purposes 

 of 

 innovation 

 in the 

 present . 

 Inspired 

 visualization 

 can be the 

 proverbial “ one picture is 

 worth a thousand words . ” It 

 can help to bridge a time gulf 

 of a thousand years or a travel 

 span in outer space of a 

 thousand light - years . For 

 practical purposes of 

 innovation , however , the 

 visualized future image 

 should have a reasonable 

 connection to the present in 

 terms of achievement 

 .Visualization generally 

 involves the perception of 

 needs and preferences across 

 a large population of potential 

 consumers , conditioned by 

 informed forecasts of 

 lifestyles and external living 

 conditions . 

 Visualization overlaps 

 with , but is not the same as , 

 several other management- 

 related concepts — vision and 

 associative marketing . Vision 

 refers to a broad , generally 

 long - term picture of company 

 mission and goals ; it is not as 

 concrete as visualization . 

 Associative marketing is when 

 a company advertises a 

 product by tying it to a usually 

 vague image of a desirable 

 customer lifestyle ( e.g. , an 

 enjoyable vacation ) . Such 

 visualizations would not 

 generally be adequate for 

 specific innovative efforts in 

 product design . 

 A good visualization should 

 encompass both attractive 

 lifestyle images for consumers 

 and realizable technology 

 designs for innovators . The 

 relevant future context should 

 also be realistic in terms of 

 expected social - demographic , 

 economic and environmental 

 trends , including trends 

 toward sustainability . Many of 

 these trends are evolving in 

 an exponential fashion ; future 

 visualizations therefore need 

 to be correspondingly 

 complex — even 

 “ disruptive”—in scope . 

 Reinforcing this complexity is 

 the fact that forecasters often 

 Mary Mohamed 

 [ THE QUOTE IS BOLD AND 

 DISTINCTIVE . THE GALLERIES 

 INCLUDE ITEMS THAT ARE 

 DESIGNED TO COORDINATE 

 WITH THE OVERALL LOOK OF 

 YOUR DOCUMENT ] 

 [ T Y P E   T H E   C O M P A N Y   N A M E ] 

 disagree about the nature , the 

 growth rate , of future trends , 

 thus altering their potential 

 impact on innovation in the 

 present . Consumers ’ 

 visualizations of their lifestyle 

 needs are often based on 

 prior experience and 

 convenience and may conflict 

 with companies ’ broad visions 

 of future trends in product 

 design . 

 CONCLUSION 

 The front end of innovation 

 does not have to be so fuzzy . 

 To innovate in the present , 

 start by — and collaborate 

 on — visualizing the future . 

 The more consumer lifestyle 

 detail , the better . Strong 

 visualizations can clarify and 

 reinforce the strategic vision 

 underlying an innovation 

 project .
### Output: 