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"Great teammates don't just impact you today; they impact you for the rest of your life. From the moment Jon Gordon heard about George Boiardi and the Hard Hat he was intrigued and captivated. Over the years he visited George's coaches, attended several "21 Dinners" held in his honor, met his...
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"Business lessons from one of the greatest Olympic teams of all time It's been called the greatest upset of all time, the most memorable Olympic moment ever, the "Miracle on Ice." No matter which superlative is used, no one can deny that the U.S. men's hockey team's defeat of the Soviet Union in...
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Die Autoren analysieren die Charakteristika, die man braucht, um sich an die Spitze zu setzen, belegen diese mit vielen Erfolgs-Beispielen aus dem Bereich des Sports und der Wirtschaft, veranschaulichen sie weiter durch Interviews und leiten daraus ihre Handlungstipps ab.
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Introduction -- Sponsorship management principles -- Legal approach to sporting events -- Strategic and operational sponsorship implementation -- Contracts associated with events -- Case study : Perrier Fluo beach volley experience -- Conclusion
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Mukerji ist überzeugt: Kluge Entscheidungen beruhen auf klarem und vernünftigem Denken. 10 Regeln für vernünftiges Denken, er nennt sie Gebote des gesunden Menschenverstands, hat er ausfindig gemacht, die er hier im Einzelnen und jeweils auch sehr genau vorstellt und mit zahlreichen...
Persistent link: https://www.econbiz.de/10011579345
Preface -- Fix : the problems with strategy -- Absence of a shared language : no one's on the same page -- Mistaken identity : a decision making discipline not a retreat -- Outsourcing strategy : don't by-pass sweat equity -- Forgetting about profit : why no vp of profitably -- Mixed up on...
Persistent link: https://www.econbiz.de/10011661204
Acknowledgments -- About the author -- Introduction -- No place for old dogs : new tricks required -- Let's get real : we all make mistakes -- Rule makers, rule breakers -- Coping with an era of acceleration -- Mindset matters! : getting beyond the process -- What could be wrong with "being...
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