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Repeat the Irresistible Growth Process to Expand Your Profit Scope

Apr 11, 2008
When you first use the process, you'll probably look primarily at areas where large, obvious forces are operating. You may also limit your consideration of these forces to the impacts on immediate stakeholders. Many of the most valuable insights will come from moving beyond these initial perspectives.

Did You Feel Something?

In your initial applications of irresistible force management, you'll tend to locate irresistible forces that are already in place in such strength that you immediately have to adapt more effectively to them.

As you use the process longer, important benefits arise from beginning to anticipate the arrival of new irresistible forces and shifts in current irresistible forces. These new arrivals and shifts in existing irresistible forces will normally appear first as subtle changes in parts of the current environment.

A good way to find these subtle influences is to look at the parts of your existing environment that should first feel the effects of new trends. For example, weather forecasters concerned about the eastern seaboard of the United States find it productive to watch minor disturbances forming off the western coast of Africa. Although no one at Cape Hatteras needs to begin evacuating when a storm initially forms off the African coast, monitoring the progress of such weather systems from that time helps everyone to prepare an appropriate and timely response before a storm arrives at that vulnerable North Carolina coastline.

For a business, you may have particular customers who will experience the effects first. For example, many new trends in consumer products can be first detected in Hawaii, California, and Florida. These states have more exposure to foreign countries, and their people frequently try new products and experiences. Concerning government regulation, Wisconsin, Minnesota, and the Canadian province of Ontario can provide advance insights because new trends in regulation have often begun in these socially conscious locales.

Like Links in a Chain

As repeated trips through the process expand the scope of its application, you'll want to look at the effects on those linked to your stakeholders. For example, your customers may have customers, who in turn may have customers, and so forth. In many industries, these relationships forward to the ultimate consumer can involve many links.

The same may be true of suppliers, who in turn have suppliers, who also have suppliers, and so forth. Partners also present complex relationships because they have an additional full universe of customers, distributors, suppliers, partners, employees, and communities that they interact with and depend on.

Most people limit themselves to considering one level of these relationships and end up missing the most important points as a result. Don't let that happen to you!

Your first reaction may be to feel a little overwhelmed by the potential complexity of this investigation. On the other hand, your competitors and those with whom you must compete for resources are probably not yet looking this far afield.

If you expand your scope now, you can greatly increase your likelihood of developing skills in adapting that will be superior and preemptive. For example, if your competitors are focusing on making products less expensive to produce, they may miss the opportunity to focus on an irresistible force that will make the ultimate consumer more sensitive to some proprietary product or service attributes than to price.
About the Author
Donald Mitchell is an author of seven books including Adventures of an Optimist, The 2,000 Percent Squared Solution, The 2,000 Percent Solution, The 2,000 Percent Solution Workbook, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. Read about creating breakthroughs through 2,000 percent solutions and receive tips by e-mail by registering for free at

http://www.2000percentsolution.com .
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