Creative thinking
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The document discusses the importance of creative thinking and getting outside of the box to generate new ideas. It notes that people often feel comfortable staying inside their box where everything is familiar. However, creative thinking is necessary, not a luxury, to come up with innovative solutions. The document provides tips for developing divergent thinking, such as being open-minded and resisting the urge for fast/convergent thinking. It encourages taking risks and thinking differently and long about problems to cross boundaries in our minds.
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Think out of the box
Creative thinking involves thinking outside the box by going beyond established boundaries and considering new, divergent ideas without immediate judgment. While venturing outside the box carries risks to reputation, long and open-minded thinking can lead to valuable new solutions or opportunities. When generating ideas, it is important to resist prematurely dismissing alternatives and instead evaluate how ideas match the original problem or could solve new problems. Creative thinking challenges assumptions and encourages taking risks to expand one's perspective.
think outside the box
This presentation talks about thinking out of the box and I have created this presentation under an internship by Prof. Sameer Mathur, IIM Lucknow.
Creative , out of the box thinking
The document discusses thinking "out of the box" and provides guidance on how to do so. It notes that while staying in the box feels safe, thinking outside the box is necessary to differentiate oneself and find undiscovered solutions. It suggests bringing in diverse information from different disciplines, building metaphors, and combining ideas in novel ways. There are no set directions outside the box, only opportunities to stimulate new ways of thinking by considering what is not commonly known or does not make sense.
Think out of the box
This presentation discusses thinking outside the box and encourages creative thinking beyond established boundaries and norms. It notes that while people often say thinking outside the box is easy, it can actually be difficult. However, thinking creatively is necessary, not a luxury, to avoid having all information and ideas converge onto the same conclusions. The key is expanding one's boundaries of knowledge and allowing divergent information and long-term thinking, even if ideas seem absurd at first, in order to land on beautiful new solutions. Mistakes must be allowed and divergent thinking encouraged for true creative thought to occur.
Be creative
The document provides tips for generating new ideas when feeling frustrated or stuck. It recommends thinking outside the box to come up with divergent ideas, then associating and combining those ideas. Good ideas should then be evaluated based on their value before being considered further. Thinking creatively and out of the box can help when traditional ideas are not working.
Creative thinking - How to get out of the box?
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is both easy but difficult, and it is necessary for humans to maintain their dignity. It provides guidance on why think outside the box (to prove yourself different), which box to think outside of (the boundaries of what is known), how to do it (through absurd or innovative ideas), where to go (value long-term thinking about new ideas), what to do there (assess new ideas), and when is the best time (when the environment allows for divergent information and new ideas). The document uses the example of a TEDx talk being held during halftime of a football match to illustrate thinking creatively outside normal constraints.
Creative thinking - How to get out of the box and generate ideas - a visual s...
The document discusses creative thinking and generating ideas that are outside the box. It outlines 4 essentials for out-of-the-box thinking: practice, knowing how to get out of the box, where to go once outside the box, and how to get back inside the box. It emphasizes divergent thinking first to generate many possibilities, followed by convergent thinking to evaluate ideas. It encourages allowing mistakes and new ideas, challenging assumptions, and creating environments where divergent thinking can occur.
Creative thinking
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is necessary for human dignity and progress, but that it is risky since established ways of thinking provide a sense of safety and structure. It provides some techniques for thinking outside the box, such as allowing divergent information, mixing disciplines, using metaphors, and valuing long-term thinking over a single correct answer. The overall message is that creativity requires stepping outside established boundaries of thought but can lead to new insights and discoveries.
Recommended
Think out of the box
Creative thinking involves thinking outside the box by going beyond established boundaries and considering new, divergent ideas without immediate judgment. While venturing outside the box carries risks to reputation, long and open-minded thinking can lead to valuable new solutions or opportunities. When generating ideas, it is important to resist prematurely dismissing alternatives and instead evaluate how ideas match the original problem or could solve new problems. Creative thinking challenges assumptions and encourages taking risks to expand one's perspective.
think outside the box
This presentation talks about thinking out of the box and I have created this presentation under an internship by Prof. Sameer Mathur, IIM Lucknow.
Creative , out of the box thinking
The document discusses thinking "out of the box" and provides guidance on how to do so. It notes that while staying in the box feels safe, thinking outside the box is necessary to differentiate oneself and find undiscovered solutions. It suggests bringing in diverse information from different disciplines, building metaphors, and combining ideas in novel ways. There are no set directions outside the box, only opportunities to stimulate new ways of thinking by considering what is not commonly known or does not make sense.
Think out of the box
This presentation discusses thinking outside the box and encourages creative thinking beyond established boundaries and norms. It notes that while people often say thinking outside the box is easy, it can actually be difficult. However, thinking creatively is necessary, not a luxury, to avoid having all information and ideas converge onto the same conclusions. The key is expanding one's boundaries of knowledge and allowing divergent information and long-term thinking, even if ideas seem absurd at first, in order to land on beautiful new solutions. Mistakes must be allowed and divergent thinking encouraged for true creative thought to occur.
Be creative
The document provides tips for generating new ideas when feeling frustrated or stuck. It recommends thinking outside the box to come up with divergent ideas, then associating and combining those ideas. Good ideas should then be evaluated based on their value before being considered further. Thinking creatively and out of the box can help when traditional ideas are not working.
Creative thinking - How to get out of the box?
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is both easy but difficult, and it is necessary for humans to maintain their dignity. It provides guidance on why think outside the box (to prove yourself different), which box to think outside of (the boundaries of what is known), how to do it (through absurd or innovative ideas), where to go (value long-term thinking about new ideas), what to do there (assess new ideas), and when is the best time (when the environment allows for divergent information and new ideas). The document uses the example of a TEDx talk being held during halftime of a football match to illustrate thinking creatively outside normal constraints.
Creative thinking - How to get out of the box and generate ideas - a visual s...
The document discusses creative thinking and generating ideas that are outside the box. It outlines 4 essentials for out-of-the-box thinking: practice, knowing how to get out of the box, where to go once outside the box, and how to get back inside the box. It emphasizes divergent thinking first to generate many possibilities, followed by convergent thinking to evaluate ideas. It encourages allowing mistakes and new ideas, challenging assumptions, and creating environments where divergent thinking can occur.
Creative thinking
This document discusses thinking outside the box and creativity. It argues that thinking outside the box is necessary for human dignity and progress, but that it is risky since established ways of thinking provide a sense of safety and structure. It provides some techniques for thinking outside the box, such as allowing divergent information, mixing disciplines, using metaphors, and valuing long-term thinking over a single correct answer. The overall message is that creativity requires stepping outside established boundaries of thought but can lead to new insights and discoveries.
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This document discusses how to think creatively and generate new ideas by thinking "outside the box." It explains that our normal way of thinking is constrained by boundaries in our minds formed by our experiences and education. To develop creative ideas, it is necessary to combine convergent information we already know with divergent information from new, unknown sources. This involves suspending judgment in an unknown mental space and resisting the urge to return to safe, established ideas. Generating creative thoughts is a process of open-minded association and combination of ideas that occurs rapidly, within a few seconds. The document provides an example of reimagining a TED talk in unconventional ways, like holding it in a stadium, to illustrate thinking outside normal constraints.
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The document discusses how to think outside the box and generate new ideas. It recommends getting outside of one's mental "box" or boundaries by allowing in divergent information. Once outside the box, the document suggests exploring alternatives through long thinking without predefined directions or concerns for right and wrong answers. New ideas should then be evaluated based on their ability to solve problems in novel ways. The document provides an example of exploring unconventional locations for TED talks, like football stadiums during halftime, to illustrate thinking divergently.
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Creative advertising is more memorable and effective than non-creative ads according to advertising experts. Creativity involves elements like originality, flexibility, elaboration, synthesis, and artistic value. Some successful Indian ad campaigns that demonstrated creativity included Airtel's "Har ek friend" jingle, Amul's long-running print ads, Vodafone's Zoozoos characters, and Flipkart's ads featuring kids acting as adults. Creative ads can increase brand awareness and sales, though the impact may differ by product category.
Too many ads on my mobile
Mobile advertising is an effective option because 80% of internet users own smartphones, India will soon have over 200 million smartphone users, and most web traffic in India is from mobile phones. Apps are widely used for activities like gaming, social media, and shopping, and people value apps for their simplicity and convenience. While app-based advertising may not be suitable for all markets, it can be successful in developed countries and for targeting urban users in developing countries through in-app ads or branded games.
intern under prof. mathur
This document covers topics from 4 modules of an internship. Module 1 discusses tips for effective presentations from authors Nancy Duarte and Garr Reynolds. Module 2 covers important marketing research and customer relationship concepts. Module 3 examines a Harvard Business School case study on Goodyear's Aquatred tire launch. Module 4 discusses how highly polarizing brands can perform better through increased brand awareness, though they are also more volatile. It provides strategies for capitalizing on and creating polarization through segmentation, provocative advertising, and managing brand haters and fans.
Presentation 4, End of Marketing Intern
This document discusses adaptive pricing strategies as an alternative to discounting during periods of low demand. It explains that adaptive pricing allows companies to adjust product attributes, offerings, or prices to appeal to different customer needs and values, without devaluing the brand through constant discounting. Examples mentioned include versioning products, offering different service levels or product configurations, and using loyalty programs. The document advocates that these strategies provide flexibility to both maintain prices and attract customers as the economy rebounds from recession.
Preseve the luxury or extend the brand
Gaspard de Sauveterre owns Chateau de Vallois, a famous wine estate. His granddaughter Claire wants to extend the brand by selling a more affordable wine directly to consumers. This could open new customers but risks diluting the brand. Preserving the luxury brand only produces two rare, high-end wines sold through distributors. Stakeholders disagree on the best path.
Creative that cracks the code(hbr article)
The document highlights several creative advertising campaigns that stood out. It discusses campaigns by Wonderful Pistachios, Coca-Cola China, Oreo Cookies, Kia Motors America, Marks and Spencer, Neiman Marcus and Target, Flipkart, and Godrej that used novel approaches like variations on memes, games, collaborating with customers on social media, humor, and integrating ads into TV shows. The conclusion is that creative advertising will continue to be needed as long as companies are selling to consumers.
Gino sa – distribution channel management
Gino, a burner manufacturer, faces a dilemma regarding a proposed deal with Feima boiler, one of its customers. Feima wants to buy direct from Gino to get better discounts, but Gino's largest distributor Jinghua, which accounts for 40% of Gino's China sales, opposes this deal. The document analyzes various options for Gino to find a win-win solution where it can pursue the promising Feima deal while keeping Jinghua satisfied to avoid losing significant sales.
Grey worldwide strategic repositioning through crm
Grey Worldwide faced pressure to reposition itself due to changing market conditions. It developed a CRM philosophy called Grey Relationship Management (GRM) to take a more holistic, integrated approach to customer management. GRM aimed to create, identify, evaluate, capture, and enhance Grey's customer knowledge base and intellectual capital. It implemented tools like "Brand Futures+" and the "CRM Charter" to segment customers and develop customized CRM strategies. This strategic repositioning through CRM helped Grey Worldwide differentiate itself from competitors and build stronger customer relationships.
Saxonville sausage company
Saxonville is a family-owned sausage company that produces bratwurst, breakfast sausage, and Italian sausage called Vivio. While bratwurst sales were flat and breakfast sausage sales declined, Vivio sales grew significantly since its launch in 2002. Saxonville hired a consultant to conduct focus groups to understand the Italian sausage market better. The focus groups revealed Italian sausage was seen as a "meal solution" and identified six potential positioning strategies. Testing four mock branding concepts showed preferences for "Family Connection" and "Clever Cooking." However, research suggested "Clever Cooking" had broader appeal and was less susceptible to competition. It was recommended Saxonville develop a new premium brand with nationwide distribution, focused on its top
Disney consumer products
Harvard Business School Case study analysis
Disney Consumer Products: Marketing Nutrition to Children
Goodyear
Goodyear: The Aquatred Launch HARVARD BUSINESS SCHOOL CASE STUDY
2. What is Aquatred ? It is a new tire providing improved driving traction under wet conditions
3. Major Tire Industries in U.S
4. Three major changes in US Tire Industry
5. Emergence of RADIAL tires to replace older “bias” and “bias-belted” tires. Between 1971-91 radial’s share of unit sales increased from 32% to 95%.
6. Increased in foreign competition
7. Change in nature of demand from consumers and car makers.
8. FOUR major impacts of these changes
9. Demand for the passenger tires grew sluggishly
10. New tires in the U.S market declined
11. Tires producing capacity outstripped demand Tire making capacity rose 12% and capacity utilization fell from 87% to 76%
12. Industry difficult economic conditions, coupled with the tire manufacturer slow response resulted in a number of mergers and acquisitions
13. In, 1991 company operated 41 plants in U.S, 43 plants in other 25 countries and 6 rubber plantations Known as “THE GORILLA” in world tire industry
14. Goodyear ranked third in worldwide sales of new tires
15. In 1977, company introduced the TIEMPO, first all season radial their unit sales grew from 2% to 71%
16. In 1981, company successfully launched the EAGLE
17. Market for Passenger Tires could be segmented in three ways
18. Distinction between Performance and Broad-line tires Performance Tires Broad-line Tires
19. Market can be also segmented on Replacement and OEM tires Replacement tires sold directly to the individual consumers OEM tires were sold to the car manufacturers
20. In 1986, Sir James Goldsmith attempt to takeover Goodyear greatly increased their debt. Their earnings were sluggish despite spending $1 million per day on investments.
21. Third segmentation was along brand classification It includes major brands, minor brands and private labels
22. Most consumers viewed tires as a “grudge purchase” An expensive necessity to keep vehicle in driving condition
23. Five important tire attributes 1)Tread life 2)Wet traction 3)Handling 4)Snow traction 5)Dry traction
24. Criteria for selecting Tire Retailer 1)Price 2)Offers fast service 3)Can trust personnel 4)Store is attractive 5)Offers mileage warranty 6)Brand selection 7)Maintains convenient hours
25. CONSUMER SEGMENTS
26. Price constrained buyer
27. Value oriented buyer
28. Quality buyers
29. Commodity buyers
30. Wholesale distribution channels
31. Retail distribution channels
32. Goodyear Distribution Structure 4,400 independent dealers accounted for 50% of sales revenue, 1,047 manufactured owned outlets generated 27% and the 600 franchised dealers for 8% and remaining 15% were to government agencies
33. Just Tires was a new retail format under test by Goodyear
34. Goodyear supported core events with radio, television and print advertising, announcing special prices on specific tire lines.
35. Independent Dealers
36. Indepe
Branding yoga
Yoga originated in ancient India as a physical, mental, and spiritual practice. It has now become commercialized as a profitable business with different yoga entrepreneurs branding their own styles. While commercialization has increased yoga's accessibility, it has distanced modern yoga practices from their philosophical roots in Hinduism. There is debate around whether commercialization of yoga and branding of styles is appropriate given yoga's religious origins in India. Advocacy groups like the Hindu American Foundation aim to increase awareness of yoga's Hindu roots amid its growth as a global mass culture phenomenon.
Case analysis on What are Brands Good for?
The document discusses aggregation and disaggregation approaches to marketing. Aggregation involves treating all consumers as the same and using mass marketing strategies. Disaggregation involves segmenting the market into distinct groups and customizing products and communications for each segment. The document argues that disaggregation allows companies to build better relationships with consumers through personalized two-way communication and is more efficient and profitable than aggregation approaches that brands have traditionally relied on. It also discusses how disaggregation impacts brand management and relationships with retailers.
What are brands good for
The document discusses how brands can adapt to the era of consumer disaggregation enabled by information technology. It argues that brands should shift their focus from product-based aggregation to building direct consumer relationships through personalized and targeted communication.
It identifies three core areas for brands - the consumer relationship, the channel relationship, and organization of brand management. Companies can tailor products to individual consumer needs and ensure a two-way communication flow. Retailers now control consumer access, so brands must avoid being delisted. Organizational changes are also needed to focus on consumer segments rather than just products or volume sales. Developing a deep understanding of consumer behavior through data analysis and loyalty programs was highlighted as important for the future of brand management in
A brand is forever! A framework for revitalizing declining and dead brands
This document discusses guidelines for revitalizing declining or dead brands. It begins by providing an example of Oldsmobile, which lost its identity as an innovator and ultimately died. It then discusses factors that can lead to brand decline, such as poor product quality, price increases/cuts, brand neglect, and an inability to stay relevant to the target market. The document explains how brand equity is diminished when the differential effect, brand knowledge, and customer response are negatively impacted. Finally, it offers four guidelines for revitalizing brands: determining if the brand is worth reviving, taking a long-term perspective, carefully repositioning and investing in the brand to educate the market, and correcting any past mismanagement.
How can company exploit the potential of public
Public relations is the practice of managing information between an organization and individuals. It includes various programs to promote or protect a company's image or individual products in a credible way. There are several steps to effectively manage public relations, including press relations to develop good media relations, product publicity to sponsor efforts promoting specific products, and corporate communications to create a favorable view of the company among stakeholders. Other steps are lobbying to influence legislation, and counselling to advise management on adopting positive programs and practices.
How should sales promotion decision be made
Sales promotion decision making involves establishing objectives, selecting appropriate tools, developing programs, and evaluating results. Objectives may target consumers, retailers, or salesforce. Tools include consumer incentives like coupons, samples, and premiums or trade incentives like price discounts and free goods. Programs for consumers use tools tailored to market type and objectives, while trade programs focus on price discounts and allowances. Business promotions utilize trade shows, sales contests, and specialty advertising. Effective implementation and evaluation are also important.
More from Sameer Mathur (20)
Preserve the Luxury Or Extend the Brand? HBR Case Study
Preserve the Luxury Or Extend the Brand? HBR Case Study
The one thing you must get right when building a Brand
The one thing you must get right when building a Brand
Creativity in advertising-a havard business article
Creativity in advertising-a havard business article
Grey worldwide strategic repositioning through crm
Grey worldwide strategic repositioning through crm
A brand is forever! A framework for revitalizing declining and dead brands
A brand is forever! A framework for revitalizing declining and dead brands
Creative thinking
- 1. Creative thinking : How to get out of the box and generate ideas Mohd Wasil IIT DELHI
- 2. { Have you ever been assigned an easy task which for you is difficult to perform
- 5. Giovanni Corazza discusses why it is important to be creative, think out side the box and be innovative
- 7. Why is it necessary to go out of box when we feel safe inside our box and everthing is just fine and alright? Why should we take that risk ?
- 8. Is creative thinking a luxury few people can do or is it a necessity ?
- 9. There is a boundary between what we know and what we still have not thought about yet
- 10. Why are we trapped inside the box or not able to think in a innovative fashion ? It has to do with our genetic heritage, the experiences we got over from our school, college and the norm to follow whatever has been told to us
- 11. This makes us comfortable inside and the outside is invisible to us
- 12. How do we get outside the box ? Do we wait for the apple falling moment !!
- 13. We are suspended. It’s like a middle game in chess where you have no preset direction
- 14. We tend to think convergently Can we diverge and think about the things differently from the way they are known to us ?
- 15. We need divergent information to cross the border within our minds
- 16. We need to be open minded and fluent
- 17. When u think creatively there is no correct answers but many possible alternatives
- 18. We need to resist fast thinking and think long Develop Long Thinking !! It’s like you were listening to music where u don’t judge the single words but its the collective thing which gives u a feeling
- 19. Thought experiment !! We want to generate new ideas for organizing ted conferences in a better fashion Suggest out of box solutions.
- 20. CONVERGENT THINKING DIVERGENT THINKING
- 22. Created By: Mohd Wasil IIT Delhi During an internship by Prof. Sameer Mathur IIM Lucknow