This is a novel and powerful science-mathematics-business hybrid methodology that allows rapid and low cost creation of high returns for the client. DCAL will impact numerous industries (i.e. entertainment, financial, insurance, property, retail etc) by impacting the development cycle by increasing the rate and return of revenue by finding potentially useful channels of loyal customers (hits). As hits are modulated to improve their loyalty, purchase and confidence patterns, DCAL can speed up this process through rapid analoging.
Better choices among loyal purchasers can prevent commitment to sub-optimal customers that have less regard for the brand. At the same time, companies can establish a broader proprietary position with a secure customer base including a secondary loyal user market that retains much of the valuation (i.e. Louis Vuitton Used IT bag market, GameStop Used Games market). Competitve me-too products would not be able to compete against a DCAL based organization that invests early in distinguishing, building and broadening of its loyal customer base.
GY-DCAL Competitive Advantage:
Companies with underdeveloped marketing/sales divisions would suffer dramatic losses in their revenues against a DCAL system based opponent. SEO/SEM/PPC/CPC function on the online space whereas DCAL is operative in both the online and offline spaces.Furthermore, DCAL has a matrix approach and chooses only multiplicative expansion of hit profiles whereas all other methodologies don't use a lattice structure and are essentially random and non-repeatable.
While many large corporations stand to benefit, smaller businesses will also see a rapid increased return. They will be able to track at an early stage their improvements, determine and select variables that correlate with positive outcomes. In addition, they will effectively reduce distractor variables that lead to negative outcomes. Competitors of all sizes who do not utilize DCAL will experience a growth and development bottle neck. Ultimately, this will lead to valuable time loss, profit loss and inaccurate data generation leading management towards high overhead, low margins, decimated volume and wrong customer profiles.
Acknowledgements:
I wish to express my appreciation for over 14 years of opportunity to work in the fields of combinatorial science, mathematics, medicine and business development. The thoughtful criticism and continued interest to understand the 'conditions' that lead to low Profit/Loss ratios were critical for the development of DCAL. I also thank all my mentors at Rensselaer Polytechnic Institute, Seton Hall University, Mount Sinai School of Medicine, University of Bridgeport, Pfizer, Merck, Shiseido, Estee Lauder, NASA, NIDA, GordonYourself, SureWit Profits, Volcanic Nectar and personal colleagues, family and friends (Joyce Lee, Alan Kiang, David Yeung, Grandfather, Grandmother, brother, sister, parents, FY Sung, Mrs Sung) for their many helpful suggestions and discussions. I would like to specifically thank my wife Teresa for her loving support and wonderful drawings that relay the meaning of DCALs in an approachable cartoon form (because a picture is more than a thousand words). I love you and I couldn't even imagine how to draw a funny cartoon like this!!!
