dachzelt mazda 2 Triangle Dachzelt Cloud für 2 Personen
SKU: 3066377479
dachzelt mazda 2

dachzelt mazda 2 Triangle Dachzelt Cloud für 2 Personen

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Description

dachzelt mazda 2 Triangle Dachzelt Cloud für 2 PersonenProdukthighlights: Eines der leichtesten Dachzelte auf dem Markt Passt mit nur 60 kg Gewicht auf fast jedes Fahrzeug Aufbau in unter 3 Minuten auch alleine sehr gut mglich Groe 140 cm Liegeflche fr 2 3 Personen Ultraflach (12,5 cm geschlossen) = kaum Luftwiderstand & Windgerusche Extra groes Vordach sorgt fr zustzlichen Schutz Sehr bequeme 7 cm Kaltschaummatratze Einstieg von drei Seiten mglich Mit LED Innenbeleuchtung inkl. 3 Farbmodi Kompatibel mit

Produkthighlights:

  • Eines der leichtesten Dachzelte auf dem Markt
  • Passt mit nur 60 kg Gewicht auf fast jedes Fahrzeug
  • Aufbau in unter 3 Minuten auch alleine sehr gut möglich
  • Große 140 cm Liegefläche für 2-3 Personen
  • Ultraflach (12,5 cm geschlossen) = kaum Luftwiderstand & Windgeräusche
  • Extra großes Vordach sorgt für zusätzlichen Schutz
  • Sehr bequeme 7 cm Kaltschaummatratze
  • Einstieg von drei Seiten möglich
  • Mit LED-Innenbeleuchtung inkl. 3 Farbmodi
  • Kompatibel mit vielen weiteren horntools Produkten durch umlaufende Nuten
  • Decken und Schlafsäcke können während der Fahrt im Zelt gelassen werden
  • Mit Öffnung für optionale Standheizung

Breite bequeme Liegefläche bei sehr leichtem Gewicht

Egal ob Kleinwagen, Geländefahrzeug oder Camper Van – das neue horntools Dachzelt Cloud passt mit nur 60 kg Gewicht auf fast jedes Fahrzeug. Wir haben das Cloud als Alu Triangle Dachzelt von Grund auf neu entwickelt und dabei an alles Wichtige gedacht: mit 140 cm Liegefläche ist das Dreiecksdachzelt ideal für 2–3 Personen. Trotz der extrem flachen Bauhöhe von nur 12,5 cm im geschlossenen Zustand können Decken oder Schlafsäcke einfach im Zelt bleiben. Dank eines ausgeklügelten Mechanismus schafft das Dachzelt beim Aufklappen im Fußbereich eine zusätzliche Höhe von 25 cm und sorgt so für noch mehr Komfort. Ergänzend zum Eingang ist das Triangle Dachzelt mit vier Fenstern inklusive Moskitonetzen ausgestattet.

Sehr schnell aufgebaut in unter 3 Minuten

Das Triangle Dachzelt ist im Handumdrehen und in unter 3 Minuten aufgestellt, auch alleine. Einfach die vier Verschlüsse öffnen und das Dachzelt nach oben drücken – schon klappt es durch die Gasdruckfedern von selbst nach oben. Dann noch die Abspannstangen für das Vordach hineinstecken und schon bist du bereit für dein Abenteuer!

Großes aufrollbares Vordach für zusätzlichen Schutz

Wir haben das Triangle Dachzelt Cloud bewusst mit einem großen Vordach im Eingangsbereich und vor den Fenstern ausgestattet, das großflächigen Schutz bietet. An der breitesten Stelle steht das Vordach 70 cm vom Dachzelt weg. Bei gutem Wetter und für einen besonders freien Blick lässt sich das Vordach aufrollen und ganz einfach mit den dafür vorgesehenen Befestigungsschlaufen oben festmachen.

Eines der flachsten Dachzelte im zugeklapptem Zustand

Mit dem Dachzelt Cloud haben wir ein sehr flaches Dreiecksdachzelt entwickelt, das im zugeklappten Zustand auf dem Autodach nur 12,5 cm an Höhe aufträgt. Diese geringe Höhe minimiert den Luftwiderstand während der Fahrt und optimiert den Kraftstoffverbrauch.

Mit Belüftungsmöglichkeit und optionalem Standheizungseinlass

Oberhalb des Haupteingangs befindet sich eine extra Belüftungsmöglichkeit, welche im Handumdrehen geöffnet und geschlossen werden kann. Für eine optimale Durchlüftung wird das Fenster im Fußbereich geöffnet – so strömt kalte Luft von unten ins Dachzelt und warme oben hinaus. Für das perfekte Klima im Dachzelt.

Im Fußbereich befindet sich außerdem ein optionaler Standheizungseinlass. In kälteren Campingsituationen kann hier ganz einfach mit Hilfe einer mobilen Standheizung warme Luft ins Dachzelt eingelassen werden.

Dachträger für Dachzelt Cloud

Der optional erhältliche Dachträger für Dachzelt Cloud erweitert dein Setup um zusätzlichen Stauraum direkt auf dem Zelt. So nutzt du den vorhandenen Platz optimal und bleibst maximal flexibel – egal ob auf Reisen, beim Overlanding oder im Alltag.

Mit bis zu 25 kg Zuladung kannst du Transportboxen, Recovery Gear oder weiteres Zubehör sicher verstauen, ohne den Innenraum deines Fahrzeugs zu belasten. Trotz erweitertem Setup bleibt die Gesamthöhe mit nur 19,5 cm kompakt und alltagstauglich.

Cloud Dachzelt mit Markise erweitern

Mit der passenden Markisenhalterung kannst du dein Cloud Dachzelt direkt mit einer Markise ausstatten – ganz ohne zusätzlichen Dachträger. Die Markise wird stabil am unteren Rahmen des Dachzelts befestigt. Das spart Aufbauhöhe, hält dein Setup kompakter und ist eine kostengünstige Lösung für mehr Schatten- und Wetterschutz beim Camping, auf Reisen und im Offroad-Einsatz. Hier findest du die passende Markisenhalterung für das Dachzelt Cloud.

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SKU: 3066377479

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4.8 ★★★★★
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Peter Sorenson
Omaha, US
★★★★★ 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.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on August 18, 2011
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Verified Purchase
Amazon Customer
Omaha, US
★★★★★ 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.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on December 5, 2015
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Verified Purchase
Stephen Collins
Alexandria, US
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied. The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills. My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013
A
Verified Purchase
Annette
Birmingham, US
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on September 29, 2025
K
Verified Purchase
Kurt Manwaring
Lake Worth, US
★★★★★ 5
An exceptional five stars out of five
Few qualities separate inordinately successful entrepreneurs from the rest of the pack than the ability to innovate. Many have debated whether individuals are born with this quality or whether it can be nurtured. In The Innovator's DNA, Jeff Dyer, Hal Gregersen and Clayton Christensen explain that while genetics play a role, innovation is most certainly a skill that can be learned. In particular, the authors introduce and expound upon five "discovery skills" found in the leaders of some of the most innovative companies in the world: (1) associating, (2) questioning, (3) observing, (4) networking and (5) experimenting. Each discovery skill is accompanied by real-world examples and pragmatic exercises that make the book unusually valuable in an age where copious books on change, leadership and innovation overwhelm the already-overwhelmed executive. I give The Innovator's DNA an exceptional five stars out of five. The authors present a very readable book and provide concrete exercises for developing innovative skills. Using the principles provided in the book, I created a folder on my computer that I call my "Innovation Room." I use this to track progress as I work through various exercises and as I take time to ponder about how to apply innovative solutions to extant problems in Utah. This book was and will continue to be useful to me, and is recommended as a must-read for those interested in adding rare innovative attributes to their arsenal of problem-solving and decision-making skills. *NOTE: The preceding text is taken verbatim from my short book review printed in the June 2012 edition of Utah Business.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on March 22, 2013

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