Azimuth
Making local music demand visible, and useful wherever music is played, booked or programmed.
The technology could be explained.
The company could not.
Azimuth combined multiple technologies, data sources and potential applications. The technology could be described, but there was no single story connecting it to the decisions shaping touring, programming, investment and regional growth.
Those decisions were being made with fragmented data and incomplete signals of local demand. The company needed a position that showed what better intelligence enables, not simply how the platform works.
Music demand is local.
The intelligence informing it should be too.
National and global trends do not tell the whole story. Audience behaviour, market maturity and opportunity vary from one region to another. That moved the narrative from a conventional analytics proposition to a market-by-market view of demand.
Three dimensions of local market intelligence.
Broad assumptions replaced by a localized view of demand.
The technology remains important, but the story begins with the decisions it can improve.
A music analytics platform became
local market intelligence infrastructure.
Azimuth is now positioned as a connective layer between music behaviour and market decisions, audience demand and regional opportunity, and entertainment activity and local economic value. The positioning became the company's own description of itself: it opens the site and runs through the investor pitch.
“One of the most talented strategists I have ever encountered. Extremely determined and hard working. Incredible.”