Literatura académica sobre el tema "Knight Company"

In The White Company (1891) and Sir Nigel (1906), Arthur Conan Doyle reconstructed the fourteenth century and explored the culture and visions of chivalry. He created many different knights with the intention of dissecting the mind and conduct of this historical type. He was concerned with his human as well as his romantic aspect, and he addressed the conflicts the divergent obligations of external duty and personal aspirations caused. Doyle’s reflections focused on the dreadful and illusory game played by knights like Sir Nigel Loring, the most curious and significant representative of idealistic and delusional chivalry in his medieval fiction. His youth and adult age show the tensions between the two worlds whose paths he must tread. His life is a long struggle for virtue and honour, oscillating between the responsibilities of a nobleman in the days of Edward III and the Hundred Years War and the pursuit of chivalry.

In his acclaimed synthesis of the Mexican Revolution of 1910, Alan Knight observed that “the social bandit's career in Academe has somewhat paralleled his life under the greenwood tree. Introduced by Professor Hobsbawm, he was initially welcomed, even feted, and he put in many appearances in academic company; but then (inevitably, after such uncritical acceptance) some academics grew leery, and the recent trend-especially among experts—has been to qualify, de-emphasise and even deny his role.”

This paper looks back to the predecessors of Captain Robert Falcon Scott's Discovery, which was built for the National Antarctic Expedition 1901–1904. The period covered is 1602 to 1876. An account is given of the exploring voyages of those ships named Discovery which sailed to the Arctic, including those of George Waymouth, Henry Hudson, William Baffin, James Knight, Christopher Middleton, James Cook, George Vancouver and Sir George Nares. In addition brief mention is made of several ships owned by the East India Company, also named Discovery, which sailed in lower latitudes.

Craig Knight, Asia Pacific Digital Business and Customer Services Manager of Eastman Chemical Company, was given a mandate to sell Eastman's philosophy for an integrated electronic supply chain, otherwise known as the Integrated System Solution (ISS), to its business partners in the region, and to encourage adoption. Having invested in a state-of-the-art technical architecture that would support interconnectivity with all parties along the supply chain, Eastman was keen to realise the full benefits to be gained from an integrated e-supply chain on a global scale. Following numerous rounds of discussion with key business partners in the Asia Pacific region, some progress had been made. Nagase & Co., Ltd. of Japan had agreed to adopt ISS connections with Eastman, but had some reservations regarding the extent of integration. Although the benefits of integration were proven, suppliers, customers, distributors and other interested parties were faced with numerous limitations and considerations that would have significant implications on their established business processes and even the shaping of their corporate strategy. Adoption was not a simple choice. Craig understood these shortcomings and was making every effort to ease the adoption process by identifying the longer-term benefits to Nagase and other business partners of applying XML technology to their businesses.

The Thirteenth Company Law Directive (“the Directive”) seeks to create a level playing field within the Community so as to allow EU companies to freely establish themselves in the EU through the acquisition of control over EU listed companies. In this context, the Directive prohibits the board of the target company from taking any action that could result in the frustration of the bid without express shareholder consent (the neutrality rule). Nevertheless, the Directive allows the board of the target company to seek a competitive bidder (a white knight) to ward off a public bid. The Directive requires Member States to provide for legislation on competing bids. The question may be raised whether the discretion left to Member States in this regard will not bring into jeopardy the objectives of the Directive. The answer to this question is complex, more particularly in the light of the opt-outs that are incorporated in the Directive. As the Directive does not provide for a comprehensive harmonization, the article discusses to what extent the powers of Member States and the freedom of EU companies in the field of takeover law are affected by primary Community law. Finally the authors look at the remedies which are available for shareholders or bidders suffering a prejudice as a result of a corporate decision (in particular with respect to a competing bid) that complies with the national rules on takeover bids but is contrary to the Directive or the EC Treaty.

I first met George Mosse in late August 1967. That summer I carried my worn copy of his book on the roots of Nazi ideology, The Crisis of German Ideology: Intellectual Origins of the Third Reich (1964), with Hubert Lanzinger's bizarre painting of Hider as a German knight on the cover, to Salzburg where I studied German before going on to graduate school at the University of Wisconsin. Though I admired the book, it did not prepare me for meeting the man. In 1967 I drove out to the Midwest from New York in my VW bug. To my surprise, as soon as I arrived in Madison, someone pointed him out, sitting on the Terrace of the Wisconsin Memorial Union in his short sleeve shirt, smoking his pipe, and arguing intensely with a group of students who were planning to sit in to block the Dow Chemical Company campus recruiter in the Fall (Dow was chosen because the company was manufacturing napalm).

Marketing can be very profitable for a company and the success of well-known companies is often accompanied by a successful marketing strategy. Bill Bowerman and Phil Knight founded the largest sportswear firm in the world, Nike, under the name Blue Ribbon Sports in 1964. The company changed its name to Nike in 1971, and as the industry leader, it ascended to become one of the top sports brands in the world, with revenues far exceeding those of its competitors and a market share of 38.23% of the entire industry, and is widely recognised in the sports industry for its strong marketing capabilities. It has positioned itself as an active brand with people's aspirations, comfort and national values in mind and has achieved great success worldwide. In this paper, authors will use Nike as case study and conduct an in-depth analysis of the marketing strategies used by Nike personalised customization, content marketing, social media, and hungry marketing. Combined with a comprehensive analysis of relevant literature and market data, consumer demand for unique, bespoke, personalised experiences can be met by personalisation, increasing customer loyalty and generating more business for the company. Content marketing builds consumer awareness and loyalty through the creation of engaging content and effectively communicates brand image and values. The rise of social media has provided consumers with an avenue to identify product needs and reference the buying behaviour of others, while helping to build brand awareness and positive emotional communication. Hunger marketing creates higher brand value and consumer demand through scarcity and limited sales strategies, further enhancing Nikes uniqueness and price premium. The author also uses the current emerging sports brands lululemon and lining as references and uses the successful development strategies of these two brands to provide effective marketing suggestions for Nike.

Batik was one of Indonesia's cultural heritages that had been recognized worldwide. Batik in Indonesia was diverse in terms of products and producing regions. One of the Batik-producing areas in Indonesia was Masaran in Sragen Regency. Batik producers in Kliwonan had their business names complete with logos as trademarks. One form of this was using names and images of wayang characters in trademarks, which had been done for a long time. This study analyzed four Batik company logos in Kliwonan Village, Masaran District, Sragen Regency, which were found using images of puppet figures, namely Janoko Kembar Batik, Sadewa Batik, Dewi Brotojoyo Batik, and Dewa Rama Batik. The research phase begins with data collection in the form of visual logos and literature related to the meaning of puppet figures. Data analysis is carried out by identifying the visual elements of the logo, including colors, illustrative images, typography, and layout as the first sign system (denotation). The denotational data is then read using a second sign system (connotation), which involves analyzing the characters of the puppet characters. The character of the puppet character that is understood is then discussed in a cultural context (myth). Roland Barthes' semiotic analysis is used to describe signs through first-order meaning (denotative), second-order meaning (connotative), and interpretation of meaning in cultural contexts (myth) The reading of the logo sign system was confirmed by interviews with the Batik entrepreneurs. The research results described the system of signs in denotation, connotation, and mythical meaning in the logos studied, which was in line with the application of visual elements and design principles. This research concluded that wayang could be used to discover self-identity for brand owners. The visual formation of brand identity in this study occurs through the selection of illustrations of images, colors, typography, and personal layout by brand owners. Illustrations of puppet characters are selected from the types of knights and princesses that give good character meaning. The selection of knight and princess characters can be a logo design model that uses puppet characters.