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APPENDIX I
A Quick Guide to the Processes
PROCESS: BRIEF DESCRIPTION
AND/OR BEST USED FOR:
STAGE: ENVIRONMENTAL ANALYSIS
Comparisons against others: Highly competitive strategic situations
benchmarking, best practices, for finding quality/cost problems
race against phantom competitors
2 Hire futurists, consultants When an outside view will help, when you
don't have the manpower or funds for
internal effort
3 Monitor weak signals Identifying weak signals in the market,
strategic scanning, strategic issue
identification
4 Opportunity searches New situations, new applications of current
knowledge, strategic situations
STAGE: PROBLEM RECOGNITION
I Camelot To make sure problems haven't been
overlooked, uses an idealized situation
2 Checklists Finding problem with existing products/
services/operations; developing
promotional ideas
3 Inverse brainstorming When routine techniques haven't suggested
many problems
4 Limericks and parodies When straightforward approaches haven't
produced many problems or insights, to
add humor
5 Listing complaints Looking for internal or customer problems
6 Responding to someone else When someone else offers opportunities
or problems
7 Role playing Group, personal insights into simple and
complex problems, especially good for
interpersonal and customer relations
problems
8 Suggestion programs Systematic problem recognition when
employee participation is sought
9 Workouts and other Complex problems where group inputs
work group/team approaches and team building are important.
Workouts are best used at a retreat
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