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Chris Carlson <br />~~~~ ~ yfounded Sportech, Bnc. out of <br />«~°~ii`S° his home as an aftermarket recognized <br />leader in the power sports industry. Worth <br />over Szo million in sales, the go-employee <br />company provides thermoformed plastic products <br />ro internationally known OEMs in the power sports <br />business. • Carlson recently gave a presentation at an <br />enterprise Minnesota business conference on supply <br />chain management at the iJniversity of Minnesota. <br />Carlsan attributes much of his company's success <br />to ar. acute awareness of the many "soft issues" <br />in business and a dedication to preserv- <br />ingand promoting a clearly defined <br />company culture. <br />E~t~rprise il~innes®ta. The soft issues are of- <br />ten overlooked in business, yet you freely point <br />to them as key advantages for Sportech. Tell us <br />hour you have approached this through the }'ears <br />and why it's been a priority for you. <br />`"p° I've never really liked referring to them as <br />"soft issues," because "soft" implies that they <br />are insignificant. The reality is, I can't thinl: of <br />anything more important than the culture that <br />we've created and maintained through the years <br />at Sportech and our approach to mane- of the <br />soft issues we face on a daily basis. From the <br />very beginning, we've tried to build the com- <br />pany with an operational philosoph`, which is <br />grounded in integrity, and we've used this as a <br />basis for creating our culture. We have always <br />placed a priority on the hiring process, and <br />z6 ENTERPRISE MINNESOTA SEPT/OCT 2008 <br />