Back in the 1970s when I was a foreign correspondent living in Mexico City, I dealt frequently with an American diplomat who provided information about Mexico’s increasing oil exports, which were a big story back then. We had lunch about once a month. He became a friend.

Then one day he told me he was being transferred to another post because he had been in Mexico too long. “What? but you’ve only been here for three years,” I said. I was disappointed for two reasons — losing a friend, and losing a source of information. “You’ve barely learned the good restaurants!”

He explained to me that the U.S. Foreign Service moved people about every three years on purpose. “Otherwise we think we know everything and we stop questioning assumptions,” he said. “That’s dangerous.”

I remember that day still because I’ve seen the same phenomenon so many times in the years since, in business. Business owners and operators are so obviously likely to fall into the same trap. Our business landscape is constantly changing, no matter what business we’re in, but we keep forgetting the fresh look. “We tried that and it didn’t work” is a terrible answer to a suggestion when a few years have gone by since it was first mentioned. What didn’t work in 2000 might be just what your business needs right now. But you think you don’t have to try again what didn’t work a few years ago.

This is why I advocate the “fresh look” at the market at least once a year. Existing businesses that want to grow too often skip the part of business planning that requires looking closely at their market, why people buy, who competes against them, what else they might do, what their customers think about them. Think of the artist squinting to get a better view of the landscape. Step back from the business and take a new look. Use standard market research techniques and content and just apply it to your business, not a new opportunity.

Talking to customers — well, listening to customers, actually — is particularly important. Don’t ever assume you know what your customers think about your company. Things change. If you don’t poll your customers regularly, do it at least once a year as part of the fresh look. As an owner, you should listen to at least a few of your customers at least once a year. It’s a good exercise.

For creativity’s sake, think about revising your market segmentation, creating a new segmentation. If, for example, you’ve divided by size of business, divide by region or type of business or type of decision process. If you’ve always used demographics, use psychographics.

Remember to stress benefits. Review what benefits your customers receive when they buy with you, and follow those benefits into a new view of your market.

Question all your assumptions. What has always been true may not be true anymore. That’s what I call the fresh look.

The artist takes a fresh look at the scene every time paints it. How many times has this man seen the banks of the Seine? It doesn’t matter, because he sees it differently each time. You need to take a fresh look at your market and your strategic situation at least once a year.

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