In 1992, the Harlem Globetrotters were headed toward extinction, but Honeywell executive and former Globetrotter Mannie Jackson believed the brand still had Value after 75 years in the public eye. He bought the organization in order to translate this widespread brand recognition into financial results. Jackson describes how he took over the Globetrotters in August 1993, intending to fold the team ... [Show full abstract] and replace it with an organization that would sell Globetrotters merchandise. But those plans changed when he met with the team for the first time and looked into the eyes of some of the great ones from the Globetrotters' past. Instead of shutting things down for good, Jackson started preaching to the squad about building a competitive team, about the team being well known for its contributions to charities, about the players working more with kids, and about rebuilding the quality of the organization. The players believed and slowly but surely, audiences and arena managers did, too. As Jackson got reacquainted with the organization, he found that the people who ran the company did not properly respect the players, the product, and the customers. To save the brand, Jackson put into practice three operating principles that had crystallized in his mind over the course of many years at Honeywell. First, the Globetrotters had to be reinvented in order to become relevant again; second, customers had to be shown that the company really cared about them; and third, an accountable organization had to be created. It wasn't easy, but by focusing on providing quality basketball, forging good business relationships, and insisting on accountability in the business, Jackson helped the Globetrotters dramatically increase revenue, profit,and attendance.