Research Paper on:
Business Success Strategies That Rely Less Upon Reason Than on Intuition and Creativity

Unformatted Sample Text from the Research Paper:
Business strategy is often limited to the hard analysis of such factors as supply and demand. In actuality, there are many more considerations which should  be made in devising business strategy than those that can be numerically analyzed. Strategic thinking is one of these factors. There are of course rational aspects of strategic  thinking which entail a certain degree of number crunching and logic. We tend to forget, however, that the more esoteric concepts such as creativity and intuition can play as  important of a role in business strategy as more traditional forms of logic and mathematical analysis. Strategies such as generative thinking is a particularly important component of this  aspect of strategy (De Wit, 1999). Equally important in this looser form of business strategy is the ability to communicate and lead. Krzyzewski (2000)terms this type of strategy  as "leading with the heart". Most basic industries have undergone real struggles at some point, or perhaps several points, in their  histories to become more efficient and productive (Freeman, 1995). The driving force behind this struggle of course is the bottom line of finances, of input verses output in relation  to the amount of money cleared from the business activity (Freeman, 1995). Productivity, in fact, is often measured in monetary terms (Freeman, 1995). M.E. Porter in his "Competitive  Strategy: Techniques for Analyzing Industries and Competitors" describes a five force model which can be used to describe the information systems industry. Using his model it becomes obvious that  the profitability potential of the industry is dependent on his five forces: suppliers, buyers, competitive rivalry, product substitutes, and the companies who although they are not yet competitors in