Why Do People Enjoy Getting Scared?
Everyone knows what it is like to feel fear inside them. We feel a pounding heartbeat, faster breathing, and butterflies in our stomach. In reality there are two types of fear. One is real fear, the fear we are not so comfortable with, like being diagnosed with a deadly disease, losing a loved one, or getting in a deadly accident. The other fear is a fear that a certain number of us get an enjoyment out of it, like watching a horror movie, riding a roller coaster, or walking through a Halloween-themed haunted house. This fear brings enjoyment to people’s lives and people like to be scared in this way. What people may not know is why certain others get so much enjoyment out of being scared in this way. There are many different theories to this phenomenon, but some reasons seem more logical then others. Whether it is the adrenaline rush we feel or the fact that we know we are not in true danger, people love being scared.
The normal reaction we, has humans, get from responding to a threat is what sometimes motivates us to like being scared. When we get scared, our bodies trigger, what psychology calls, a “fight or flight” response. We start to feel our muscles tightening, our breathing increasing, and quick reaction to the threat. We sometimes refer to this increase tension in our body as an adrenaline rush and we all tend to be drawn and love this feeling (Burr). At the moment when the adrenaline rush is over and there is no more fear in our bodies, we feel satisfied and victorious that we made it through that roller coaster ride or that we sat through that one horror movie. It is a natural rush that makes one person feel so powerful. These individuals walking out of a movie theater get a great satisfaction being able to say they conquered their fears, but they knew that during the movie they were not at any risk. This is another theory why people like being scared. Remy Melina, an auditor of Life Science...
...stay ahead of their competitors is though utilizing "Competitive Intelligence". Describe what is Competitive Intelligence, it's process, goals and some major benefits of using it in helping business to stay competitive in the markets.
The competition in this new era of business environment is getting more and more intense from day to day as there are growing number of competitors which consequently create the winners and losers in the market place. Douglas C. (1994) notes that business managers in the 1990s have rediscovered the truth behind the observation of Mr. M. Porter, a renowned professor at Harvard Business School, that "competition is at the core of the success or failure of firms". For this instance, business executives are in the front line to make the strategic decision for an organization in order to identify the potential risks and opportunity to prevent business from risky competitive situation based on available surrounding information. One of the most important insight information and strategic tools that enabling the management to be able to manage the pressure in the competitive environment and eliminate the risk of failure is through utilizing "competitive intelligence". This essay will describe what competitive intelligence is, it's process, goals and some major benefits of using it in helping business to stay...
Università della Svizzera Italiana
Gianluca Colombo, Carmine Garzia
Competitive intelligence is the continuous monitoring of rival’s business models and performances and the analysis of competitive dynamics evolution in a certain industry. Information collected through competitive intelligence activities are used by top management to support strategic decision making.
The course in centered on techniques and tools to support competitive intelligence analysis.
The course will address the following issues:
1. strategic analysis of competitors’ positioning;
2. competitors’ performance analysis;
3. tools (software, analytical tools, protocols) used to conduct competitive intelligence activities.
The course is based on case discussion and in-class assignment.
Valuation (grades 0-10) is based on a written exam. The exam is based on a case analysis. Further detailed information will be published on the web platform before the end of the course.
Up to 3 points of bonus to be ADDED to the final written exam grade can be achieved thanks to in-class group works (students must obtain more than 5/10 at the final exam to have added their bonus points). Groups should be composed by 3 to 5 students.
We have planned 4 group works to be done mostly in class, each group work will be...
...TRAINING AND DEVELOPMENT
HOW CAN TRAINING AND DEVELOPMENT HELP IN ACHIEVING COMPETITIVE ADVANTAGE FOR AN ORGANIZATION
SUBMITTED TO: SUBMITTED BY:
Prof. Anurag Shankar Shrishti
Economic liberalization and policies of globalization have created a hyper-competitive
environment, innovation and fierce competitiveness have raised issues of survival,
effectiveness, sustainability, etc. Increasing demand for skilled performers and increasing high attrition of capable workforce forced the companies to shift focus on attracting and retaining high-performing employees in the extremely competitive business environment. Companies have recognized the need to enhance the employee’s opportunity to develop skills and abilities for full performance within the position and for career advancement and growth which would lead to retention of talented workforce in return increase firms performance in terms of profitability and productivity. Companies have realized that in today's competitive business milieu, the quality of people one employs will make all the difference. Lately, human resource management has emerged as an essential factor for sustained competitive advantage. Research highlights that organizations develop sustained competitive advantage through management of scare and valuable resources...
Due date: Week 5 (Friday, 5 November 2010)
Required: Read a case study United Technologies Gathers Competitive Intelligence on the next page and answer the following questions:
1. Who are the primary sources of competitive intelligence for United Technologies (UTC)? Why? What kinds of information can they provide?
2. Generate a list of questions you would ask of a supplier to a UTC competitor to gaincompetitive intelligence.
3. Do you think that adherence to its strict legal and ethical code helps or hinders the UTC staff in obtaining information? Why?
4. What additional means of gathering competitive intelligence can you identify? Which of these might be outside the limits of the UTC code of ethics?
Case Study: United Technologies Gathers Competitive Intelligence
United Technologies (UTC) http://utc.com provides high-technology products to the aerospace and building systems industries throughout the world. UTC's business units include Pratt & Whitney (aircraft engines), Carrier (air conditioning), Otis (elevators), International Fuel Cells (fuel cell technology), Hamilton Sundstrand (aerospace systems), and Sikorsky (helicopters). Recent annual income was $3 billion from revenues of $24 billion.
UTC gathers a lot of competitive intelligence. Each UTC business unit has long had its own competitive intelligence...
...TABLE OF CONTENTS
II. Problem Statement
VII. Definition and Examples
a. Case I
b. Case II
c. Case III
VIII. Origin of Competitive Intelligence
IX. Why Collect Intelligence?
X. What is Ethical?
XI. Methods of Intelligence Collection
XII. What Resources Are Used to Collect Information
XIII. How Companies Utilized Collected Information
XIV. Keeping Companies Secrets Secret
b. Communication Systems
Intelligence gathering is considered commonplace in corporate America. Companies struggle to maintain the high ground within a competitive marketplace. One source for maintaining an elevated position is through information gathering on competitors, better known as Competitive Intelligence (CI). Collection of this information can be accomplished through numerous means. History has shown that the collection of CI is not a new practice, only that the methods used to collect the information have evolved over the past century. Intense pressure for turning profits, winning contracts, and avoiding expensive research and development costs drive the methods used in CI collection. With an increase in CI collection, companies are required to protect themselves from inside and outside intruders.
II. PROBLEM STATEMENT
Corporate America has become oblivious to the information...
...The course lecturer will have argued that “strategy without intelligence isn’t strategy, its
guessing”. Some managers however take the view that a competitive strategy that is
rigorously developed around a strong set of product/service offerings, regardless of rivals
intentions, plans, and actions, will, in any event, ‘win the day’. Your task is to defend,
through evidence and argument one of these two (or alternative) views.
In the 1960s and 1970s, firms across the world faced little foreign competition from each
other and corporate strategy simply consisted of focusing on new product development to
meet the increasing demand from expanding middle classes. In recent times, world growth
has slowed, ease of trade has increased due to pro globalisation factors such as improved
technologies, transportation methods and super- efficient communications. As a result
many firms have quickly realised that the only way to grow is capture market share from
other competitors in both their local markets and in foreign markets (Rouach and Santi
Resulting pressures from competitors, ever changing customer needs and uncertainty in
macroeconomic environments continually confront businesses forcing them to evaluate and
change their strategic goals (Groom 2001). This evaluation of strategy requires on-going
assessment of internal strengths, weaknesses, external opportunities and threats and firms
of all types normally possess some...
...Competitive Intelligence System
Outline Prep (Very Rough Draft)
Submitted by: George T. Boldizsar
June 30, 2002
Ist. Create your Competitive Industry Profile
Using Porter’s 5 Competitive Forces Model
Using Corporate Strategy & Technology Policy Outline
(For key Rivals only)
How to Gather Info
Survey and gather together Key (strategic & functional) Knowledge workers
Form potential CAT (Competitive Assessment/Action Teams)
To include member from R&D, Mfg., Mkt./Sales + key support function i.e. Controllers, Customer Service, Eng., QC
Provide best understanding from CI Profile, create issue-specific info needs
Seek consensus on assessments, assumptions, etc.
Note areas needing more in-depth anaylis, fact finding, outside research
Publish profile findings, review with top management
Seek mgt’s input, understanding, agreement
(Note: Expect some conflict due to their own informal intelligence
findings, current strategic plan objectives, etc.)
2nd System Elements
The above will now become the basis for any needed, desired decision making impacting the corporate/division/business-unit strategic plan, i.e.
Response to a competitive threat
A New produt/new market entry consideration
An economic or Govt. Regulation impact on whole industry
To maintain/improve competitive advantage
To anticipate a key competitor(Rival’s)...