SKU: 78588037282

Puig 14ANA 3.0 Brems-Kuppl.Satz verfügbar für BMW F 750 GS (Type 4G85) 2018-

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Description

Puig 14ANA 3.0 Brems-Kuppl.Satz verfügbar für BMW F 750 GS (Type 4G85) 2018-Part. Nr.: 14ANA2019Funktion: Bremshebel Puig 3. 0 schwarz Versteller blau knick und ausziehbar Schiebeelement blau Puig 14ANA 3. 0 Brems Kuppl. Satz pass. fuer BMW F 750 GS (Type 4G85) 2018 Erneuern Sie die Hebel Ihres Motorrads mit den neuen PUIG 3. 0 Hebeln. Es ist die Weiterentwicklung der Version 2. 0. PUIG hat beim entwicklen des Aussehens Wert auf die ergonomische Verbesserung des Modells gelegt um die Hebel diesbezglich zu verbessern. Nun

Part.Nr.: 14ANA2019

Funktion: Bremshebel Puig 3.0 schwarz- Versteller blau- knick- und ausziehbar- Schiebeelement blau

Puig 14ANA 3.0 Brems-Kuppl.Satz pass. fuer BMW F 750 GS (Type 4G85) 2018-

Erneuern Sie die Hebel Ihres Motorrads mit den neuen PUIG 3.0 Hebeln. Es ist die Weiterentwicklung der Version 2.0. PUIG hat beim entwicklen des Aussehens Wert auf die ergonomische Verbesserung des Modells gelegt um die Hebel diesbezüglich zu verbessern. Nun verleihen die Hebel dem Motorrad einen moderneren und aggressiveren Touch.
Die neue Form der Hebel ermöglicht einen perfekten Griff, der mehr Grip und Zugänglichkeit garantiert und das Fahrerlebnis einzigartig macht.
Was die neuen Looks betrifft, so hat PUIG alle Grafiken, die im Stück enthalten sind, erneuert und sie an die neuesten Zeiten angepasst. Außerdem können Sie das Produkt in 7 verschiedenen Farben bekommen.

Die 3.0 PUIG-Griffe sind in 4 verschiedenen Modellen erhältlich: Klappbar, Fest, sehr Kurz und Ausziehbar und Klappbar in einem. PUIG hat seine Bemühungen darin gelegt dieses neue Modell zu verbessern. Und es ist gelungen. Die Ergonomie zu verbessern, sodass die Hände und Finger es bequem haben und gleichzeitig perfekter Halt garantiert ist.

Was die Montage betrifft, so werden die Hebel mit detaillierten Anweisungen geliefert und erfordern keine Modifikationen am Motorrad. Falls es das erste Mal ist, dass ein Griffsatz gekauft wird, müssen Sie auch den Satz spezifischer Befestigungen für Ihr Motorrad kaufen, da die Puig-Griffe nicht mit den Originalbeschlägen montiert werden. 
Die Montage der Beschläge muss von einem Fachmechaniker durchgeführt werden. Da bei der Umrüstung aufgrund vom verändern der Position der Bremspumpe das Rad mit einem Gestell angehoben werden muss. Um sicherzustellen, dass das Rad nicht gebremst ist. Wenn es abgebremst ist, kann es dazu führen, dass die Bremsen blockieren.

Puig 3.0 Griffe haben das TÜV Zertifikat und die deutsche Zulassung ABE 91294.

Kompatibel/Ersatz für Marke : BMW

Modell: F 750 GS

Typ: 4G85 ABE Nr: e1*00058 (VO)

Baujahr: 2018 -

Bremse: 7839N Kupplung: 9783N

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SKU: 78588037282

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4.6 ★★★★★
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scott
Battle Creek, US
★★★★★ 5
Lessons described live up to the book title.
Format: Hardcover
A fascinating read filled with eclectic stories of corporate experiences--the good and the bad. This book provides deep insight and guidance for considering what really matters and is most effective in the internal workings of your company to bolster success.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on April 10, 2026
G
Verified Purchase
GVG
Houston, US
★★★★★ 5
Must read for any company owner
Format: Hardcover
If you own a company, have a business or are a manager, this is a must read
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Reviewed in the United States on May 24, 2026
M
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moangu
Fort Morgan, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
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Reviewed in the United States on August 16, 2025
M
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mary Leach
Pawtucket, US
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
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Reviewed in the United States on November 7, 2025
S
Verified Purchase
Sal P.
Charlottesville, US
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution. My favorite #quotes from this book: "Good ideas with great execution are how you make magic." @Larry Page "Ideas are easy. Execution is everything." "I view this year's failure as next year's opportunity to try it again." @Gordon Moore "Specific hard goals produce a higher level of output than vaguely worded ones." "Set goals from bottom up." "Dare to fail." "... four OKR superpowers: focus, alignment, tracking, and stretching." "Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove "When you are tired of saying it, people are starting to hear it." Jeff Weiner "Done is better than perfect." Sheryl Sandberg "... if we try to focus on everything, we focus on nothing." "Growth costs money." "... you can only do one big thing at a time really well, and so you better know what that one is." "Doing too much too soon will definitely end in pain." "To inspire true commitment, leaders must practice what they teach" "Transparency seeds collaboration." "Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there." "... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible." "If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page "Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in." "Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg "Feedback can be highly constructive- but only if it is specific." "Continuous recognition is a powerful driver of engagement." "... a really good company values different opinions." "... behavior defines a company more meaningfully than product lines or market share." "Vision-based leadership beats command-and-control." "People watch what you do more than what you say." "Time is the enemy of transformation." "... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast." "Goal setting is more art than science."
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Reviewed in the United States on September 20, 2018

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