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Pieropan Soave ClassicoEen heerlijk frisse Soave van het familiebedrijf Pieropan. Deze wijn wordt als sinds het begin van de 20ste eeuw geproduceerd door de familie. Het is een veelzijdige wijn gemaakt van de traditionele druifsoorten Garganega en Trebbiano di Soave. De druiven zijn afkomstig van wijngaarden die eigendom zijn van de familie. Vier generaties lang Pieropan wijnen Het familiebedrijf Pieropan is in 1880 opgericht in het hart van de stad Soave. Vier generaties
Een heerlijk frisse Soave van het familiebedrijf Pieropan. Deze wijn wordt als sinds het begin van de 20ste eeuw geproduceerd door de familie. Het is een veelzijdige wijn gemaakt van de traditionele druifsoorten Garganega en Trebbiano di Soave. De druiven zijn afkomstig van wijngaarden die eigendom zijn van de familie.Vier generaties lang Pieropan wijnen
Het familiebedrijf Pieropan is in 1880 opgericht in het hart van de stad Soave. Vier generaties lang hebben ieder op hun eigen unieke manier dit Italiaanse wijndomein gerund. Maar allemaal met veel passie en toewijding. Door consequent kwaliteitsbewust en zorgvuldig te werk te gaan, is het wijnhuis inmiddels een referentiepunt geworden voor de internationale wijnwereld. Nino en Teresita Pieropan runnen het bedrijf met de passie en competentie van echte wijnmakers die van hun vak houden. Ze worden algemeen beschouwd als vertegenwoordigers van het Soave-gebied, een van de meest gekwalificeerde wijnregio's in Italië. De bodem van de wijnstokken is van vulkanische oorsprong en van leem-basaltische aard. In de loop der jaren heeft het wijnhuis waardevolle locaties verworven in het heuvelachtige gebied, waaronder Calvarino en La Rocca die, ontwikkeld als individuele locaties, elk jaar de hoogste internationale onderscheidingen ontvangen. De Garganega en Trebbiano di Soave druiven voor deze Classico wijn zijn afkomstig uit de heuvels van het hart van het Soave Classico gebied. De druiven worden uitsluitend met de hand geoogst om ervoor te zorgen dat alleen de perfect rijpe druiven worden geplukt. Vervolgens worden ze in de wijnmakerij zacht geperst. Na een korte bezinkingsperiode van 2 dagen wordt het sap overgebracht op roestvrijstalen tanks waar een langzame gisting plaats vindt. De jonge wijn krijgt de tijd om zich optimaal te ontwikkelen. Na nog 2 maanden rust op de fles is de wijn klaar om in te schenken.Geniet van de veelzijdige fruitige Soave Classico
Het is een typische voorjaarswijn met in de het glas een strogele kleur. De neus is delicaat met aroma’s van amandel en marsepein. In de smaak rijpe en complexe fruittonen die mooi in evenwicht zijn met de verfrissende zuren. Dit zorgt ook voor wat extra lengte in de afdronk.Shipping Notes
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4.6 ★★★★★
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Product Reviews
★★★★★ 5
A wonderful telling of history.
Format: Kindle
A wonderful telling of history by an enjoyable author. It isn't light reading per se but if you want a read that will enhance your understanding of the American people this is a good book.
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Reviewed in the United States on December 15, 2013
★★★★★ 5
Scholarly and Readable, Too
Format: Paperback
I read the first volume in this series (about the Great Depression), and now I'm in the midst of this one. Kennedy's very-lucid prose keeps the reader moving along, and of course, the sweep of the story he's telling is nearly-irresistible. But in lamer hands, the prose might well have bogged down in turgidity--not so in this case!
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Reviewed in the United States on June 23, 2014
★★★★★ 4
Good but not as good
Format: Kindle
Freedom From Fear #1 was one of the most interesting and informational books I've ever read. Part Two was interesting but I did not learn much more about the war than I had known before other than the fact that, while Japan lost the war, Anglo-Saxons are no longer in control in the Far East. I somewhat disagree with his ending ideas about the "good" war, that it wasn't so "good" after all in it's outcome. However, those who fought in it and their families would probably disagree.
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Reviewed in the United States on May 22, 2014
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo
It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization.
The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing.
This book and the research upon which it is based disrupts that politically correct status quo.
Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors.
This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen.
So what makes this book disruptive?
The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive!
Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions.
(For a diagram of the Model see [...])
'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate.
They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation.
Yet to Explore
The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do.
Invest Your Time and Effort
This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015