10年前,我第一次注意到加利茨基的成功经历。我在俄罗斯一家铝业公司开始职业生涯,负责俄罗斯西北部家用铝箔的市场推广和销售。
Magnit, our biggest customer, had just had its initial public offering. Later, when I had switched to an academic career at St Petersburg GSOM, I used Magnit as a case study in my classes on supply chain management. Magnit was a great example of Russian business that could be compared to the world-renowned US retailer Walmart and Barilla, the food multinational.
Magnit是我们最大的客户,当时它刚刚完成首次公开发行(IPO)。后来,我转行进入学术领域、在圣彼得堡大学管理学院工作,把Magnit作为供应链管理课程的研究案例。Magnit是俄罗斯企业的典范,可以与世界闻名的美国零售商沃尔玛(Walmart)和食品跨国企业巴里拉(Barilla)相媲美。
The topic of our first conversation, however, was not retailing but football. I was not a football fan but my attitude to the game changed dramatically after our discussion. I learnt how Galitskiy had taken on the challenge of developing a football club, FC Krasnodar, not only by engaging with local business but also by changing the whole football system.
然而,我们第一次交谈的话题不是零售,而是足球。我不是球迷,但在我们交流后,我对足球的态度大为转变。我知道了加利茨基如何面对发展克拉斯诺达尔足球俱乐部(FC Krasnodar)的挑战,不仅与当地企业建立了关系、还改变了整个足球体系。
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