Stefano Turconi

Teresa Radice

Tosca dei boschi

Il porto proibito

Il porto proibito. Artist edition

La terra, il cielo, i corvi

Viola giramondo

Teresa Radice e Stefano Turconi confezionano una storia all-ages assolutamente perfetta, incentrata sulla rivalità tra Firenze e Siena che risale al 1258. Lucilla, duchessina della famiglia nobile dei Fieramosca, fa la conoscenza di Tosca e Rinaldo, che sono fratello e sorella e vivono di espedienti. La loro amicizia sarà forgiata dalla necessità di evitare un matrimonio combinato, intrighi di palazzo e il rischio di una nuova guerra. Dosando sapientemente l’azione, Teresa Radice costruisce tre atti indipendenti che però confluiscono in un finale a rotta di collo, emozionante e intriso di amore e poesia. Ai disegni, Stefano Turconi rivela di avere ancora altre, meravigliose frecce al proprio arco, dopo le prove d’autore di Il porto proibito e Non stancarti di andare. Un libro per tutti, che fa bene al cuore.

Tosca dei Boschi

S'aimer à distance. Espérer en silence. Iris est d'origine argentine ; Ismail, syrienne. Ils s’aiment, vivent en Italie et forment le couple idéal. Mais alors qu’Ismail part en voyage pour régler des affaires familiales, la guerre éclate en Syrie. Pris dans la tourmente, il se bat pour rentrer au pays. Dans le même temps, Iris, elle, découvre qu’elle est enceinte. Mais la communication entre eux est rompue... Comment savoir si Ismail est encore en vie et s’il va pouvoir un jour revenir ? Comment lui annoncer qu’il va être le père de cet « amour minuscule » qui pousse dans le ventre d’Iris ? Amour minuscule, avec ses personnages mémorables aux destins croisés, est une poésie graphique qui parle du courage de vivre l'absence de l'autre ; une œuvre pour se cultiver l'âme et s'épanouir, qui ébranle les barrières et apprend à aimer sans condition. Un album dense, poignant, par les auteurs du Port des marins perdus.

Amour minuscule

Sir Steve Stevenson

Nel cuore di Londra esiste un circolo esclusivo, situato in un antico palazzo vittoriano e frequentato solo da scrittori, storici e intellettuali appartenenti all’alta società. Si chiama Club del Brivido e i suoi membri si dedicano a studiare – e tentare di risolvere – antichi misteri criminali dimenticati dalle cronache. Di recente, si sono imbattuti in un caso più complicato del solito: l’uccisione di un giardiniere di Buckingham Palace avvenuta nel 1859, sulle rive del Tamigi. All’epoca dei fatti, dopo lunghe indagini, la polizia di Scotland Yard aveva rinunciato a cercare l’assassino. E anche i membri del Club del Brivido sono sul punto di gettare la spugna. Ma prima di arrendersi, decidono di giocarsi un’ultima carta affidandosi ai giovani detective più talentuosi della città: i cugini Agatha e Larry Mistery, naturalmente... Agatha e Larry sono alle prese con i preparativi per la cena di Natale, quando qualcuno suona alla porta: è il cugino Darren, ma non è lì per la festa. Ha bisogno di aiuto per indagare su un mistero del passato, un caso complicatissimo che nessuno è mai riuscito a risolvere. È l'inizio di una sfida che porterà Agatha e Larry in giro per Londra, dal cimitero di Highgate, passando per un fiume sotterraneo, fino a Buckhingham Palace, in una caccia agli indizi sempre più avvincente.

Assassinio a Londra. Agatha Mistery

In the summer of 1807, the Explorer, a ship from Her Majesty's Navy recovers a young shipwreck off the coast of Siam, Abel, who can only remember his name. He soon becomes friends with the first officer, acting as a captain because the commander of the ship has apparently absconded with the ship's treasure. Abel returns to England with the Explorer and finds accommodation at the inn run by the three fugitive captain's daughters. Well before he can recover his memory, however, he will discover something deeply disturbing about himself, and he will understand the true nature of some of the people who helped him. A haunting and intense book that digs into the soul of the protagonists as well as the reader, with a generous helping of good ol' fashioned salty adventure along with many a shanty sung and a sprinkling of magic dust. Presented in a handsome old style, with a worn-looking hardcover, as if taken from a ship captain's library. An uplifting, enthralling escape.

Forbidden Harbor

Le ragazze del Pillar

Research Paper from the year 2008 in the subject Business economics - Business Management, Corporate Governance, London Business School (London Business School / INSEAD), language: English, abstract: This report examines the subject of profitable growth in the modern cruise industry by comparing the financial and operating performance and the management practices of the two leading cruise operators, Carnival and Royal Caribbean, over the twelve-year period from 1996 to 2007. During the past 40 years the cruise industry has evolved from a form of mere transoceanic transportation to an alternative vacation at sea. Despite growing at a CAGR of 7.7% since 1980, the penetration rate for the cruise industry is only 17%. In North America alone the cruise industry generated $20.6 billion in 2006. By comparison, the lodging industry in North America generated revenues of $133.4 billion during the same year. The cruise industry remains a relatively young industry. This is proven by the fact that, of the 168 million passengers that have cruised globally since 1990, 72% cruised in the past ten years and 43% in the past five years alone. The cruise industry has continually expanded to meet or boost demand: 40 new ships were built in the 1980s, 80 new ships were built in the 1990s, and 46 new ships are scheduled to enter the global market within the next four years. Even though there are more than 30 brands of cruise lines, only two companies dominate this industry: Carnival Corp & Plc (CCL) and Royal Caribbean Cruises Ltd (RCL). The cruise industry remains highly segmented by product—with a variety of brands targeting a wide array of price points, consumer needs, and itineraries—but by the end of 2007 Carnival and Royal Caribbean alone controlled about two-thirds of the global capacity, with shares of 45% and 21% respectively. Back in 1987, their estimated combined share of global capacity was only 11%. Up until 2000, Carnival and Royal Caribbean followed a parallel revenue growth trajectory, though Carnival’s profitability has always exceeded Royal Caribbean’s. However, from 2001 onward Carnival consistently and visibly outperformed Royal Caribbean, virtually doubling in terms of global capacity share, and tripling in terms of revenues. A closer scrutiny of the two companies reveals that during the period 1996–2000 Royal Caribbean outgrew Carnival in terms of revenues 4 out of 5 years. Conversely, during the period 2001–2007, Carnival outgrew Royal Caribbean 5 out of 7 years. Most remarkable of all, Carnival achieved such astounding growth while sustaining superior profitability, as measured by its greater return on capital employed.

The quest for profitable growth in the modern cruise industry

Research Paper from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: -, London Business School (London Business School / INSEAD), language: English, comment: London Business School / INSEAD, abstract: This report examines the subject of profitable growth in the modern cruise industry by comparing the financial and operating performance and the management practices of the two leading cruise operators, Carnival and Royal Caribbean, over the twelve-year period from 1996 to 2007. During the past 40 years the cruise industry has evolved from a form of mere transoceanic transportation to an alternative vacation at sea. Despite growing at a CAGR of 7.7% since 1980, the penetration rate for the cruise industry is only 17%. In North America alone the cruise industry generated $20.6 billion in 2006. By comparison, the lodging industry in North America generated revenues of $133.4 billion during the same year. The cruise industry remains a relatively young industry. This is proven by the fact that, of the 168 million passengers that have cruised globally since 1990, 72% cruised in the past ten years and 43% in the past five years alone. The cruise industry has continually expanded to meet or boost demand: 40 new ships were built in the 1980s, 80 new ships were built in the 1990s, and 46 new ships are scheduled to enter the global market within the next four years. Even though there are more than 30 brands of cruise lines, only two companies dominate this industry: Carnival Corp & Plc (CCL) and Royal Caribbean Cruises Ltd (RCL). The cruise industry remains highly segmented by product-with a variety of brands targeting a wide array of price points, consumer needs, and itineraries-but by the end of 2007 Carnival and Royal Caribbean alone controlled about two-thirds of the global capacity, with shares of 45% and 21% respectively. Back in 1987, their estimated combined share of global capacity was only 11%. Up until 2000, C

Stefano Turconi

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