"It would be surprising to find that the majority of ideas fail and only 14% of themsucceed. (Invent Vermont, 2005; June 9) There can be many reasons behind it;single founder, wrong location, marginal niche etc. Even the most successful ideadoes not have high success rate; a minimal of two products are launched of 3000ideas out of which only 1 succeeds. (Jeannie Mandelkar,1997; October 1) Onemay think of the number of ideas came to make a mobile phone and the number ofideas that failed in order to produce a mobile phone. If the idea of Internet wouldhave never come, the world would not have been so globalized. Innovation, asargued earlier increases the risk but higher the risk is, higher will be the returns. AsMargaret Wheatley states that innovation is advanced by congregated informationfrom new connections, from insights gained, from networks, untied boundaries, fromfragmentary circles of exchange where information is not just accumulated but iscreated in order to deliver value. A successful idea is similarly a mix blend of creativethinking which has its emphasis of the innovation and creativity that differentiates itfrom its competitors. As Walter Lippman states, “When everybody think in a similarway, then no one is thinking.” As the research shows that an idea is successfullytaken into account after going through over 3000 ideas and this signifies that 2999ideas are similar to others in some or the other way. However, this does not meansthat an idea is not used by others but is creatively and innovatively developed byothers. It can be said that an innovative idea and the creativity is complimented by ahigher success rate. Entrepreneurs thinking include the conscious as well asunconscious elements but the techniques usually deal with the conscious reflectionprocesses. In order to widen the understanding of creative thinking processes, oneneeds to get within the intelligence of an innovator.19 IDEA SCREENINGSeveral questions arise in the mind of entrepreneurs when working on an idea;technical feasibility of the product, industry or market trend of the product line, thecurrent and expected market competition, the expected market share and theprofitability factor. All these questions need to be answered before the manufactureof the product. The focus of screening should match the specifications of theexpected product; the customer input in terms of the product design, features anendeavour to describe the solution. (Anthony W. Ulwick, 2006; January 26) Byadopting the screening method, a firm may eliminate the unsound objects before theresources are devoted towards production. An idea should be as transparent aspossible and should be approved by the personnel of various departments such asMarketing, R&D, Sales, and PDD (Product Design and Development). This is acritical factor of the decision making process. This step is carried out in order tocheck the feasibilityof the idea.As proposed by Robert G. Cooper (Five-GateStages), screening step is a kind of preliminary investigation carried in order toexamine the scope of the idea.Empirical studies have given the results based upon adetailed comparison between product failures and product success. (Rothwell et al,1974Cooper, 1980; Maidique and Zirger, 1984) Screening is analysing the idea and its feasibility in the real world. The successfactors should be compared with the failure factors which may in turn lead to judgeoverall effectiveness of the product. Research tool plays an important role in ideascreening as research would help a firm to analyze the market scenario and thus actin accordance. For instance, Nestle R&D team discovered the diminishing marketshare of Maggie and thus came up with an idea of nutritionally better food stuff usinghealthier oils and thus provided most information to its customers through itslabelling. The research made it possible for the Nestle to find out the customers`needs and requirements. (The Times 100, n.d) The screening step is particularlyaddressed to the inventors and thinkers in order to make money and thus not to losewhat a firm has. (Ed Zimmer, 1990)The managers of an organization greatlyinfluence the screening method; studies have found that 32.6% of the entire sales20 were derived from internally developed products in the current five years and isexpected to reach 38.6% figure in the next five years. (Day et al., 1992)The purpose of screening innovative ideas is the allocations of resources betweenthose tasks which have the most probability of serving the firm meet its goals. Theexecution of this step is likely to take place in the early stages of the developmentprocess and thus the undertaken decision is usually a mutual decision of themanagement based upon the limited information. Researchers have argued thescreening criteria should replicate the characteristics of the firm it is carried out in asthe firms operate in company-specific approach. (Choffray and Lillien, 1980) Onthe other hand, some believe that the screening criteria appear to be as similar for allthe firms. (De Brentani, 1986) However, irrespective of the criteria adopted, there isa requirement to develop greater numerical accuracy as a high level of ambiguityand subjectivity is expected in the screening results.(Cooper, 1981)For example,most service firms are found to be using the informal screening procedures.(Easingwood, 1986; Edgett, 1993) Specific screening assesses the impendingimpact on the reflection of a service organization. (Langeard and Eiglier, 1983)However, despite of this step, managers across different organizations tends to facethe common challenges or joint problems of allocating costs across mutual deliverysystems and approximation of the cannibalisation of existing goods. Davison andothers(1989) state that the use of shared delivery and management system wouldlead to a lower rate of failure. The screening step should be carried out on the basis of the type of industry aproduct exists; the financial instruments or services will differ from those of thetechnological gadgets like laptops, gaming devices, mobile phones, music playersetc. Customers often find it difficult to understand various services which call forspecial attention by the firms. For instance, a financial instrument reaps the longterm benefits and some may not even give any benefits but only losses. Thus, it isimportant to differentiate between technical quality and functional quality.(Gronroos, 1984) Till now, what is observed is the core focus on the developmentprocess rather than the consequence of the progress of the new product. (Cooperand Kleinschmidt, 1986; Johne and Snelson, 1990) Screening guides rather helpsa firm to analyze the consequence of the development process. In the competitiveworld, the most innovative idea may be good for one industry but may be the worst21 "