| Some years ago I was walking the beach and as I | | | | solved that didn't begin with a new IDEA. This is |
| was gazing out over the ocean I noticed the familiar | | | | done by invoking the kind of common sense |
| "V" formation of geese heading south. That's what | | | | creativity that existed (and worked) long before time |
| geese do. I guess it is expected of them. Then, while | | | | and technology distorted its simplicity and relevance. |
| all these geese were headed south, I noticed one | | | | "Creative thinking" is defined by Webster as, "the |
| lone goose heading the other way going north. I'm | | | | ability to be productive through imaginative skills." He |
| sure he reasoned that because he had followed | | | | defines "productivity" as, "to establish results, |
| those geese before, he knew they had nothing new | | | | benefits and profits". It's not always easy to break |
| to offer. He figured there must be something else, | | | | away from the rigid, static and limiting elements that |
| so he broke the normal goose pattern to find out. | | | | restrict thinking but if you will look at the problem, |
| Are you one of the geese that follows the pack? Or | | | | the product or service from a flexible alternatives of |
| are you one of those renegades that is constantly | | | | how it "could" be or "might" be we can begin to |
| looking for a better way to dominate a market? | | | | break the pattern of sameness. For example: |
| The old cliché "think outside the box" is | | | | What would happen if you made it: |
| grossly overworked but its truth is as fresh today as | | | | Bigger, Fatter, Smaller, Harder, Thicker, Off-center, |
| any basic truth. | | | | Invisible, Heavier, etc. |
| Today the world seems dominated by markets that | | | | See it in terms of change in: |
| are flooded with "me too" products and services. | | | | Color, Packaging, Texture, Rhythm, Financing, |
| Too many businesses compete for the same | | | | Benefits, Order, Materials, etc. |
| customers with the same products or services in the | | | | Relate it to elements found in other: |
| same way hoping that if they can just run fast | | | | Markets, Inventions, Talents, Research, Procedures, |
| enough they can gain a statistical share of the | | | | Designs, Presentations, etc. |
| market. | | | | Broaden your perspective by consulting with: |
| Market dominance belongs to that one in the industry | | | | Experts, Universities, Professionals, Patent Office, |
| who responds most creatively to changing market | | | | Trade Associations, Antagonists, etc. |
| demands and opportunities. In order to gain and | | | | Expand this list with ideas of your own and cross |
| maintain a competitive advantage in the market, one | | | | reference these catalysts and you will begin to |
| in the industry must make a departure from the | | | | envision many alternative considerations that will |
| accepted "norm" and offer the market a tangible | | | | break the mold of sameness. Some will be completely |
| "added value" ingredient that others do not, or | | | | wild and impractical but these will serve to further |
| cannot, offer. | | | | expand your thinking. New ideas will begin to flow. |
| Market dominance belongs the "other goose" who | | | | "Ideas" are "mental images in thought" (Webster). |
| dares to break from popular trends and strike out on | | | | Follow these ideas in your imagination. Become the |
| a new course of action. It is the "other goose" who | | | | "other goose', break the pattern of sameness |
| realizes that throughout all recorded history, nothing | | | | exhibited by others in the industry and set new |
| was ever accomplished, no goal was ever reached, | | | | standards of market dominance. |
| no need was ever met and no problem was ever | | | | |