<Record><identifier xmlns="http://purl.org/dc/elements/1.1/">URN:NBN:SI:doc-IGGTNDAT</identifier><date>2011</date><creator>Goldman, Michael M.</creator><relation>documents/doc/I/URN_NBN_SI_doc-IGGTNDAT_001.htm</relation><relation>documents/doc/I/URN_NBN_SI_doc-IGGTNDAT_001.pdf</relation><relation>documents/doc/I/URN_NBN_SI_doc-IGGTNDAT_001.txt</relation><format format_type="issue">2</format><format format_type="volume">9</format><format format_type="type">article</format><format format_type="extent">str. 171-184, 200-201</format><identifier identifier_type="ISSN">1581-6311</identifier><identifier identifier_type="COBISSID">4089559</identifier><identifier identifier_type="URN">URN:NBN:SI:doc-IGGTNDAT</identifier><language>eng</language><publisher>Faculty of management</publisher><source>Managing global transitions</source><rights>InC</rights><subject language_type_id="eng">marketing</subject><subject language_type_id="slv">poslovni modeli</subject><subject language_type_id="slv">recesija</subject><subject language_type_id="eng">sport</subject><subject language_type_id="slv">šport</subject><subject language_type_id="slv">trženje</subject><title>Post-crisis sports marketing business model shifts</title></Record>