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It seems everybody with a PSP has something or other to say about PSP Blender. Some of these people I have to say do not know what their talking about and most of them have never even been members of PSP Blender. Just for the record I am a member of PSP Blender and I am going to give my honest opinion on the service they they offer. This may shock some of you. If you want to join or are thinking about joining this will be the only review you need to read. Other reviewers of PSP Blender (again some who are not even members) skip around the basics of how and what PSP Blender is. This review will tell all. Hold on to your seats, here goes.

So is PSP Blender a scam? I get asked this question a lot and there seems to be lots of talk floating around the Internet about this. What i will say is no it is not a scam and the main reason people get that idea is from people who haven't joined trying to give their opinion. What PSP Blender could do a little better is explain exactly what your $37 is for and how the system works. But believe me it odes work.

So what are the claims of PSP Blender? Well thee site will tell you you will have access to millions of files which will include games, movies, music, themes, backgrounds, software, cheats. They say you will get the full version of these files not demos or teasers but the full working download.

So where do these files come from? This is the part that some people feel should be explained more. PSP Blender has put together a site which puts users in touch with tested and review torrent databases. Basically they have taken all the guess work and time spent searching for reliable and safe downloads. They also provide a way to download popular peer to peer software and installation and user guides. Now I'm not saying you couldn't do all this yourself but its a long and painstaking process and even after spending all that time you might not end up with what you want or you still may get a virus. At least if you leave all the hard work to PSP Blender you get more time to play your games.

PSP Blender has been around a long time and over this time it has developed greatly, I'm pretty sure in the beginning it was pretty hard to justify a membership but now with so many happy members downloading millions of games it really is a great time to get in on the action.

Is PSP Blender legal? Your dam right it is they just show where the stuff is and how to download it what you do with that info is up to you. Just as a word of warning they do not suggest you download copyrighted material and neither do I. PSP Blender basically states it is not responsible for what you choose to do with its database. PSP does not host any illegal or copyrighted material on its servers so it is well within the law.

PSP Blender supports all types of Firmware you may need to carry out an upgrade or downgrade for some files but the good thing about PSP Blender is it has step by step guides to help you with all the technical stuff.

PSP Blender has customer support which is there to be used if you have any problems. what has happened in the past that people ask a question and if they haven't got an answer in 2 minutes of they go to post negative comments in forums and stuff saying we got scammed. That is crazy talk. As PSP Blender has grown the customer service has got a lot better, they will reply to email within 24 hours there are people on the end of the phone if you need them. before you ask PSP Blender is Apple MAC and PC compatible in every country and region.

Money back guarantee. Yes PSP Blender has one and yes it does honor it. PSP Blender takes payment through Clickbank, an online payment processor. Part of their arrangement with Clickbank is to handle refunds. So if your not happy you can get your money back.

So to sum up. me and my friends have been happy to use the services of PSP Blender and have been for quite a while now. I would have no hesitation in recommending it to other friends. If you no what you are getting for your money and your happy with that there is no question you can benefit from PSP Blender. They have done all the hard work for you all you have to do is get on with playing your new games.

If you want to find out more just click the link below.

I love my PSP and the great thing is I get all my games without paying for them. if you love your PSP head on over to Monster-PSP.com For all the latest news on your PSP.

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Knowing what is unknown sounds like a Zen koan, and perhaps it is. We admit that competitive technologies strategic blindness may be a difficult concept to grasp, but solving this riddle may mean the difference between success and failure for your company.

Blindness, in the sense of not knowing what we dont know, is a root cause of serious defects in the strategic competitive intelligence gathering process: defects such as not choosing a broad enough set of search strategies, not selecting the relevant cross-over subject areas, or missing the extreme ends.

The costs of under-sampling, overlooking or misinterpreting key competitive technological intelligence can be huge.

Consider the fact that only about 75 companies from the 1960s S&P 500 are still in existence. What happened to the other 425? Could competitive intelligence blindness have played a part?

One problem is that blindness costs are often hidden. It is difficult to measure revenues that are not earned because a product lacks certain competitive features, key features that might have been added had the technologies intelligence gathering phase been more wide ranging.

However, the competitive blindness costs of patent infringement penalty payments, and cease and desist orders are more visible. These can be measured as huge, often in hundreds of millions of dollars.

In many such IP infringement cases, the losing party will claim surprise that the competitor is bringing a claim. This may or may not be a courtroom tactic.

It has been our experience in working with many technologies companies that often the organizations technology landscape scenarios are too narrowly scoped, and they are truly dumbfounded to find that they were transgressing. This is particularly the case when the intellectual property in question was developed in an industry different from their own.

If we wanted to make it simple, we could say that the fixable causes of competitive technology strategy blindness might be due to lack of attention, or might result from time and money saving decisions made at some point.

But if we delve a little more deeply into the Zen-like nature of strategic technologies blindness, we learn that it can often be caused by too much knowing.

It turns out that blindness is largely built in to any expert scoping process -- due to inherent under-scoping biases of the human mind. In other words, the experts think they have a good sense of what sufficiently broad sampling boundaries are needed to draw conclusions with a 98% degree of confidence.

The experts are wrong, says Nassim Taleb in The Black Swan.

Taleb cites Philip Tetlocks study of twenty seven thousand predictions by experts, experts who believed their predictions were narrowly bounded. The results of the study didnt back them up; the error rates were many times what these experts had predicted. Interestingly, Tetlock found no differential advantage between those experts holding graduate degrees versus those with undergraduate degrees.

Taleb also offers studies by Albert and Raiffa to further open our minds to the blindness conundrum. The experts they studied said they had scoped their datasets to have 98% confidence of completeness, This means they their intended error rate to be bounded at 2%. However, it turned out they were off by 15-30%.

Albert and Raiffa then tested their Harvard MBA students. These non-experts under-estimated sufficient dataset scope by a whopping 45%. Taleb frames these percentages as
the difference between what people actually know and how much they think they know.

The belief that data scoping encompasses 98% of the relevant set, when it is more likely embraces only 70-85%, has a serious impact on the range of possibilities considered at the very beginning of the entire intelligence gathering process. It potentially leaves too many possibilities unconsidered and also confers a degree of confidence in the risk profile of the final product commercialization strategy that is unwarranted.

How big might this under-scoping error be in your organization? What are the implications of this blindness if your business strategy is centered around disruptive technologies or blue oceans or predicting revenues from the execution of open innovation technology transfer?

To formulate a winning technology innovation strategy, a sufficiently broad competitive intelligence scan of technology options is essential to illuminate potential breakthrough opportunities, as well as to expose potentially devastating hidden risks.

Leading companies have processes and visualization tools in place to mitigate this proven expert blindness problem.

They do this by increasing the scope of their global technologies landscape search process massively in the first instance, followed by including varied insights gained through cross-functional collaborative validation of the data. This collaborative vetting of broadly open options and possibilities happens at the very beginning, and continuously throughout, the product strategy development process.

Understanding the expert bias toward blindness is key to adequately scoping and validating competitive technologies intelligence, and questioning others assumptions. Going out of bounds to look for cross-over ideas that will surprise competitors is a worthwhile ongoing strategic business pursuit.

Knowing more of what is unknown is becoming a continuously improving core competency within organizations that are focused on sustaining significant competitive success in the marketplace.

Greg Narog, Oval Ideas, Inc.

Oval Ideas is a provider of software tools and methods to technologies products based companies, helping them visualize and validate global technology innovation and product strategies in a market context. http://www.ovalideas.com/rdtechstrategy.html

Knowing beats guessing.

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