Corporate Gibberish Generator™

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.)

Have you ever had to scale your functionality? Without having to purchase long-term support contracts? Is it more important for something to be cutting-edge or to be granular? Without media sourcing, you will lack schemas. We realize that it is better to integrate interactively than to e-enable intuitively. We think we know that if you engage dynamically then you may also unleash virtually. If all of this may seem unclear to you, that's because it is! We understand that if you engineer globally then you may also transition interactively. If all of this may seem estranging to you, that's because it is! We usually orchestrate dynamic real-time structuring. That is an amazing achievement considering this year's market conditions! We apply the proverb "He who hesitates is lost" not only to our front-end research and development but our capability to redefine. We will revolutionize the term "virally-distributed". A company that can deliver fiercely will (at some unspecified point in the future) be able to morph fiercely. mister anchovy has permanently altered the concept of bloatware. The TQM factor can be summed up in one word: sexy, dynamic. We will productize the jargon-based commonly-accepted term "cutting-edge". We usually enhance interactive angel investors. That is a terrific achievement taking into account the current cycle! What do we deliver? Anything and everything, regardless of namelessness! We pride ourselves not only on our feature set, but our user-proof administration and non-complex operation. What does the jargon-based term "fractal returns-on-investment" really mean? We constantly empower C2C2B networks. That is an amazing achievement when you consider the current cycle! If you innovate proactively, you may have to revolutionize robustly. We pride ourselves not only on our feature set, but our non-complex administration and simple use. We here at mister anchovy understand that it is better to embrace super-strategically than to orchestrate virally. It comes off as mixed-up, but it's realistic! We believe we know that if you extend compellingly then you may also exploit transparently. What does the commonly-accepted term "TQM" really mean? Is it more important for something to be seamless or to be innovative? We apply the proverb "Look before you leap" not only to our user interfaces but our aptitude to benchmark. Do you have a strategy to become virtual, social-network-based? We will inflate our capability to monetize without depreciating our capacity to aggregate. What does it really mean to target "proactively"? We have come to know that it is better to redefine globally than to utilize interactively. It seems stunning, but it's entirely realistic! Have you ever needed to engage your functionality? Without filling out any forms? Without adequate power shifts, mega-super-user-defined C2C metrics are forced to become sexy. Is it more important for something to be compelling or to be cutting-edge? Our technology takes the best features of RDF and Dynamic HTML. Quick: do you have a global plan for regulating unplanned-for C2C2B power shifts? The metrics for six-sigma, strategic implementation are more well-understood if they are not end-to-end. Our technology takes the best features of Dynamic HTML and J2EE. We always utilize fractal user communities. That is a terrific achievement taking into account today's market! We invariably synergize B2C2B e-markets. That is a remarkable achievement taking into account the current and previous fiscal year's market conditions! Our technology takes the best aspects of RDF and RDF. What does the term "development" really mean? We pride ourselves not only on our world-class feature set, but our easy administration and non-complex operation. Without appropriate niches, aggregation are forced to become synergistic. mister anchovy practically invented the term "systems". Without sufficient supply-chains, integrated, visionary e-businesses are forced to become co-branded. Think intra-reality-based. Without re-purposing, you will lack versioning. Think end-to-end. A company that can integrate elegantly will (at some point) be able to reinvent correctly. We realize that it is better to drive extensibly than to benchmark virally. What does it really mean to productize "robustly"? We realize that it is better to productize extensibly than to benchmark ultra-vertically. We think that most plug-and-play portals use far too much ActionScript, and not enough OWL. mister anchovy practically invented the term "Total Quality Management". If all of this sounds mixed-up to you, that's because it is! Think virtual. Think resource-constrained. Think blog-based. But don't think all three at the same time. What does the commonly-accepted standard industry commonly-accepted term "user-centric" really mean? Think intra-customer-directed. We will iterate the capacity of global mission-critical implementation to harness. Do you have a strategy to become innovative? Think viral. What does the industry jargon "one-to-one, sticky platforms" really mean? We will syndicate the term "enterprise". We here at mister anchovy understand that it is better to grow globally than to synergize virtually. It may seem alarming, but it's true! Do you have a scheme to become robust? The holistic, reconfigurable content factor is fractal. If all of this seems dumbfounding to you, that's because it is! Without sufficient blog-based structuring, power shifts are forced to become user-centric. What do we unleash? Anything and everything, regardless of incomprehensibility! Without TQC, you will lack re-sizing. Think web-enabled. Think user-centric. Think revolutionary. But don't think all three at the same time. What does the industry jargon "innovative, wireless micro-intra-B2B R&D" really mean?