...Comparative analysis Gilgamesh and Odysseus Nikki Porter Hum Cultures 111 (world cultures 1) Professor Monique Baucham Strayer University Comparative Analysis: Gilgamesh and Odysseus This is a comparative analysis between two hero’s Gilgamesh and Odysseus who are two heroes from two different time periods that were both in search of the meaning of life. The epics that the two characters are featured in Gilgamesh, was developed from early Mesopotamia and the Odyssey in early Greece. Gilgamesh was a very popular and it was very valuable to the historian of Mesopotamian culture because it reveals much about the religious world, such as their attitudes toward the gods, how a hero was defined and regarded, views about death and friendship. Comparative analysis Gilgamesh and Odysseus This comparative analysis is that of Gilgamesh and Odysseus who were both historical hero’s. Gilgamesh who lived from 2700 BC-2620 BC he died in uruk. Gilgamesh compared to Odysseus Gilgamesh, the hero from the epic Gilgamesh, was the historical king of Uruk in Babylonia, on the river Euphrates in modern Iraq: he lived about 2700B.C. Odysseus, the hero from the epic the Odysseus, was the ruler of the island kingdom of Ithaca. He was one of the most prominent Greek leaders of the Trojan War. Both of these men were equipped with certain strengths, the difference in their strengths were Gilgamesh had physical, while Odysseus had mental strengths. Gilgamesh was a very self-confident and at times...
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...Internationalisation des échanges Dans les années 1960, Marshall McLuhan parle de « Village Global ». Pour Levitt, la globalisation s’applique aux entreprises : les entreprises globales s’opposent aux entreprises multinationales car les entreprises globales sont sur des marchés standardisés. Pour Ohmae (fin des années 1980), l’entreprise raisonne au niveau global mais insère la fonction marketing, RH, produits, … En réalité, il existe un rapport de force entre les entreprises, les états, la population : la mondialisation. I. Caractéristiques de la mondialisation : * Echanges de biens & services (exportation et importation) vérifier si exportation production pour déterminer l’évolution des échanges donc les liens de plus en plus forts entre les pays. * Division internationale du travail & décomposition internationale des processus productif (théorie de Smith appliquée internationalement) mais problème de « made in » car la marchandise n’est pas produite dans un seul pays. * Problème d’épuisement des ressources naturelles * Multiplication des flux financiers taxe tobin : taxer les flux financier Si il y a beaucoup de mouvements dans les canaux de flux internationaux, il faut mettre une petite taxe pour décourager les mouvements spéculatifs qui sont les plus déstabilisants. (cas de grands volumes avec une petite marge) que de l’argent, pas de produits donc que des transactions de grosses sommes. profit permet les exportations, IDE, investissements...
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...Introduction of e-commerce Electronic commerce can be defined as sales or purchase of goods and services or any commercial transaction through electronic systems such as internet, telephone and e-mail. There are several forms of e-commerce, including: Business-to-Business (B2B) is the electronic transactions between enterprises for conducting business. Business-to-Consumer (B2C) is the business sell of products or services directly to customers, such as Gmarket, Alibaba etc. Consumer-to-consumer (C2C) is the business conduct between consumers. This usually is a form of auction or forum site, such as E-bay. Consumers post what they intend to sell on the webpage, other consumers can access and bid for the item. Customer-to-business (C2B) is a form of business offered by consumer to business to exchange for money. For example, designers sell a design to a multimedia manufacturing company online. One of the major subset of E-commerce is mobile commerce. It is the sale and purchase of goods or services or conducts any business activities through internet connection using handy devices such as mobile phones and tablets. Mobile commerce is getting popular and can be defined as the next generation of e-commerce. Businesses conduct e-commerce to stay competitive. Some of the businesses are successful with the use of e-commerce, such as online shop Amazon and DBS Bank. Amazon provides a massive range of products. They are focus on their selection, price and convenience. Customers can...
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...Principles of Service Management Module Assignment Report [pic] Master International Service Management Yiping Gan 103179 Assessor: Klaes Eringa & Roos Geerinck November 2012 Table of Contents Chapter 1 Introduction 1.1 Company Information..........................................................................................................2 1.2 Mission Statement...............................................................................................................2 1.3 Service concept....................................................................................................................2 1.4 Core and supplementary services........................................................................................3 1.5 Main customers and customers role in service process.......................................................3 1.6 Key service process.............................................................................................................4 Chapter 2 Analyze KLM through literature 2.1 Understanding Customer Requirements..............................................................................6 2.1.1 Listening to customers through research..........................................................................7 Relevant link: Consumer Fraud.................................................................................................8 2.1.2 Building customer relationships.........................
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...Do Customer Loyalty Programs Really Work? Grahame R. Dowling Australian Graduate School of Management University of New South Wales Sydney 2052 Australia Phone: +612–9931–9200 Fax: +612–9662–1695 and Mark Uncles School of Marketing University of New South Wales Sydney 2052 Australia Phone: +612–9385–3510 Fax: +612–9663–1985 E-Mail: M.UNCLES@unsw.edu.au Research Brief RB 002 This research is funded by the Centre for Corporate Change at The Australian Graduate School of Management Centre for Corporate Change Do Customer Loyalty Programs Really Work? Grahame R. Dowling and Mark Uncles Research Brief RB 002 1997 This paper was subsequently published in the Sloan Management Review 38 (4), (1997), pp 71-82 Centre for Corporate Change Australian Graduate School of Management The University of New South Wales Australia Phone: (61 2) 9931 9500 Fax: (61 2) 9663 4672 The AGSM is a School of both The University of New South Wales and The University of Sydney Established and supported under the Australian Research Council’s Research Centres Program © Centre for Corporate Change The material contained herein is subject to copyright. No part of this document may be Reproduced or transmitted in any form or by any means without the express written permission of the Centre for Corporate Change. The work of the Centre for Corporate Change is generously supported by Andersen Consulting, Coca-Cola Amatil, Esso, Amcor, Russell Reynolds Associates, BT Asia Pacific...
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...gestores e formadores DIRIGIR FORMAR 1 out. /dez. 2012 Competitividade Separata ISSN 2182-7532 3€ Mercados e exportação MINISTÉRIO DA ECONOMIA E DO EMPREGO F ICHA TÉCNICA Í NDICE PROPRIEDADE Instituto do Emprego e Formação Profissional, I.P. DIRETOR Octávio Oliveira RESPONSÁVEL EDITORIAL Maria Fernanda Gonçalves COORDENADORA Lídia Spencer Branco APOIO ADMINISTRATIVO Ana Maria Varela COLABORADORES Ana Maria Nogueira, Ana Teresa Penim, Carlos Barbosa de Oliveira, Carlos Fonseca, Fernando Ferreira, J. M. Marques Apolinário, João Cotter Salvado, José Serpa de Vasconcelos, Maria João Ferreira, Nuno Gama de Oliveira Pinto, Ruben Eiras, Teresa Souto, Vanda Vieira e Vitalino José Santos REVISÃO Laurinda Brandão ILUSTRAÇÕES Paulo Cintra e Plinfo Informação, Lda. REDAÇÃO E ASSINATURAS Departamento de Formação Profissional Direção das revistas DIRIGIR&FORMAR Tel.: 21 861 41 00 Ext.: 662342, 662719 e 662106 Fax: 21 861 46 21 Rua de Xabregas, n.º 52 – 1949-003 Lisboa E-mail: dirigir@iefp.pt DATA DE PUBLICAÇÃO outubro de 2012 PERIODICIDADE 4 números/ano CONCEÇÃO GRÁFICA E PAGINAÇÃO Plinfo Informação, Lda. Tel.: 217 936 265 Fax: 217 942 074 plinfo@plinfo.pt CAPA Rita Henriques IMPRESSÃO PERES-SOCTIP Indústrias gráficas, S. A. TIRAGEM 20 000 exemplares CONDIÇÕES DE ASSINATURA Enviar carta com nome completo, data de nascimento, morada, função profissional, empresa onde trabalha e respetiva área de atividade para: Rua de Xabregas, n.º 52 – 1949-003 Lisboa REGISTO Anotada...
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...P A R T I Discovering Momentum 1 1 The Power of Momentum Where’s the Impetus? Momentum. Most businesses get it at some point: the impression that everything they undertake succeeds effortlessly, as if they’re being carried along by a tailwind that increases their efficiency and propels them on to exceptional growth.1 Some hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full gimlet-eyed, illusion-killing mode. “That’s nothing to crow about,” she says. “Yeah, you’ve got reasonable growth, but it’s nothing exceptional. You’re a safe bet, nothing more. Okay, I might tell my mom to buy, but 3 The Momentum Effect then she’s happy with inflation plus one. The way we see it, you’re really grinding it out. We reckon the strain’s getting harder, too. There’s no impetus—no momentum.” Words like that can really take the gloss off a day. The next time you gather your team, you don’t congratulate them on beating their targets—you...
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