Saturday, December 19, 2009

Experiencing Bali 2 - Ebony Wood



Chinese are fond of hard wood furniture and handcrafts and I am no exception. 紫檀(sandalwood) ,黑檀(ebony), 黄花梨(rosewood) are the top three. They are high-dense timber but carvable with very fine details. Indonesia  is the heaven for shopping hardwood objects, be it furniture or a variety of handcraft. Nuh, I am not talking about the fleet of souvenir cats in various sizes. I am talking about the "real" wood crafts in ebony, Bali White, teak and croc wood.


Indonesia is renowned for its high-density hardwood. Bali's most famous local produce is teak, ideal for making hardwood furniture. My theory for God blessing tropical areas like Southeast Asia and Brazil for growing precious hard wood timber is Darwinism. Why? Only the species that are most adaptable to a particular environment survive and then thrive in the particular environment. Tropical climate is notorious for its choking humidity, rainy season and ferocious sunlight -- meaning only the hardest wood in a rainforest can survive this kind of weather.


MAS Village is 20 mins drive from Ubud and well-known for its hand-carved wooden artefacts. We bought a ebony wood God of Ganesha statue from an authorised display centre. Using our limited hardwood knowledge, we are pretty sure we have bought a genuine ebony object.  


Thursday, December 17, 2009

Experiencing Bali 1

Three years my wife and I went to Phuket Thailand prior to me kicking off my tenure with CustomWare. Three down the track, needless to say, I have had a tremendous career with the company. Not only my technical competency advanced to a new level, but most importantly my people skills, managerial expertise and entrepreneurial flare has gone to a new high. The inspiration and mentorship

Upon my departure from CustomWare, my wife and I decided to spend two weeks in Bali before commencing on the new job. This time again, a tropical island that is extremely popular among international relaxation seekers. Given the experience with Phuket and CustomWare, hopefully my karma likes the combination of Bali and whatever venture I gotta take in the coming three years in my life.

We arrived in Bali hassle-free after 6 hours flight from Sydney. Given majority of the time was spent between Sydney and Darwin, Bali is really just at the door step of Northern Territory, about 1 hour flight from Darwin.

Had paid visa-on-arrival charge of 50 US for two of us, we got back a stack of Indonesia Ruphi as change. All of sudden, I realise, the country's main foreign reserve currency is the green paper. After the painful 1997 Aisa Financial Crisis, this thousand-island nation would do everything to increase their foreign reserve. Given the only people who are capable of turning a country into backruptcy are all living in the US, having the green paper as reserve currency is an inevitable choice. But hold on a sec, are you sure you don't want to stock some Chinese RMB?

Transfer arrangement from Destination Asia via Flight Centre was also flawless. Being greeted with a cold towel, the humidity outside the airport reminded us we are now around Equator.

We checked in The Villas Bali in Seminyak, a five-star property. Again, no good news or bad news, everything is as expected as it had taken place. The pool size is reasonably good for a one-bed villa. With paying average AUD 300 a day, we finally got a chance to enjoy some privacy in our own villa for at least, well, 7 nights.

There are many one-way lanes around Seminyak, Legian, and Kuta area. As a result, a short stroll from the map will likely take you 10 to 15 mins in a taxi. Of course, typical developing-country-style traffic jam can only add a layer of icing suger to this mismeasurement.

We went to a small eatery called Bamboo Corner for dinner. Map  shows the small rest. is located in Jalan Poppies I (Jalan means street in Indonesian). On a map from a seasoned traveller downloaded from the Internet also add a "helpful" comment to the location - Poppies I is a very narrow street. Wow, it is not only narrow, it is almost unnoticeable. It is as narrow as it can only allow one person to squeeze in. OK it can only allow a motorbike to squeeze in.

The food is extremely cheap but the quality is good. A variety of fruit juice they offer gives you a surreal impression that you are sipping fruit in liquid form. Among the varieties, mango juice is a must to order, so is avocado mixed with chocolate (yes, Indonesia is not only renowned for its Luwak coffee beans, but it is also a coco-producing nation). Main course? Try seafood basket and lobster plate. For merely 50,000 IDR (AUD 5.88), you have a fresh snapper, four shrimps, a handful of calamari, two or three soft-shell crabs, chips (well just to please westerner perhaps?), homemade lemon dipping source and a small serve salad. Mango juice, on the other hand, will cost you a fortune, 5000 IDR, yes, only 60 cents. What a bargain! Bali reassures me everything, goods and service, is overpriced in Australia, well if you ever lived in a developing country.




Thursday, December 10, 2009

Visual Information Presentation by Edward Tufte

Here is the whole blog entry I copied and pasted from my thoughtful colleague Stafford Vaughan who attended this seminar recently in the U.S. I can't help expressing my fondness of Stafford's contextual and contentful blog work. Here is the example of his terrific blogging again.

*********************** Start of the Blog ***************************************

I was lucky enough to attend a seminar by Edward Tufte in San Francisco yesterday, who is considered the expert in visual information representation. It sounds like a bogus topic, but it's actually very interesting because it applies to almost every field. In fact there was an English professor in the class next to me who found the course very useful. Personally, I need to convey a lot of data on a daily basis for a variety of purposes such as design specifications for clients, training courses and management reports. I think it's quite easy to take for granted that Excel has a set of charts that we can use to represent data, without actually taking a step back and considering what data (the content) we want to convey, and what is the method way to explain that data to the intended audience.

Another interest fact was that Edward Tufte has published 4 books, but none of them have a single graphic that comes even close to what Excel produces. Some of the graphics in his books are drawn by hand, and some are several hundred years old. In fact he produced during the seminar a first edition first print book by Galileo with some interesting star charts in it, which is also the only place in print that Galileo wrote that he believed the world was round and rotated around the sun. 10 years earlier, someone was burned at the stake for saying the same thing.

So Edward Tufte's theories are all very conceptual and fundamentals, rather than being instructions for how to produce a certain graphic to achieve a certain outcome. He encourages the audience to take a step back and have creative ideas on the most effective way to present data.
Edward Tufte was also employed by NASA briefly to analyse the Space Shuttle Columbia disaster. NASA produced the reports on what happened, and they asked Edward Tufte to analyse the quality of the reports to ensure that nothing was missed. He found a total cluster of PowerPoint presentations that were prepared by marketing teams, with no real content. So the Columbia story was never told effectively because the data just wasn't represented. NASA spent billions (literally) on the Columbia disaster and avoiding the same disaster for future launches, but it was totally compromised by an obsession with Microsoft PowerPoint.
During the seminar we covered a number of theories, which I'll explain below. That I use the term "graphic" instead of "charts". Charts have become ubiquitous with information representation, and narrow in their methods. Graphics open up a whole range of options to convey information.


Make it about the content
Forget all the noise that Excel puts into charts. Forget drop shadows. Forget boxes around names. Street directories don't put boxes around names, so why do we do it on an organisational chart? Edward Tufte said during the presentation yesterday "Really good design is self-effacing. It's entirely about the content."
Most of the time, people put all of the other guff/noise into their graphics because either they don't know how to use Excel properly, or they're hiding the fact that they don't really have much of a story to tell. It's much better to have a simple graphic that tells the story effectively, then expand the graphic as your skill in data analysis and representation grows.


Give credit to the audience
Edward Tufte said "Forget knowing your audience. Know your content, convey it clearly and respect your audience's intelligence". He reminded us that millions of Americans every day read the sports section of the paper, which will usually contain hundreds of numbers formatted in a variety of ways in a fairly small section. The same applies for sharemarket prices in Australia. So why then when we present statistics during a PowerPoint presentation, do we "dumb down" the content to only 15 numbers in a table? Or one line in a chart? The human brain is capable of understanding much higher resolution information than that, we've just developed a culture of turning our PowerPoint presentations into cartoons. This is a real concept that Edward Tufte talked about - the "cartoon graphic". Those graphics are full of colourful lines and borders and drop shadows, but their real data plays second fiddle to the decoration.


Stop relying on PowerPoint
If you have to do a presentation, use PowerPoint as the presentation medium, and that's all. Don't make colourful slides that don't successfully present the real content. Tell the audience verbally, and show them complex graphics that they can take some time to understand. Even Steve Ballmer has stopped using PowerPoint. In reponse to the interview question "What's it like to be in a meeting run by Steve Ballmer", he said:
The mode of Microsoft meetings used to be: You come with something we haven't seen in a slide deck or presentation. You deliver the presentation. You probably take what I will call "the long and winding road." You take the listener through your path of discovery and exploration, and you arrive at a conclusion. I decided that's not what I want to do anymore. I don't think it's productive. I don't think it's efficient. I get impatient. So most meetings nowadays, you send me the materials and I read them in advance. And I can come in and say: "I've got the following four questions. Please don't present the deck."
Present your reports in Word. Hand the report out to attendees, then show some key graphics on a PowerPoint presentation and talk about them instead.
Making a graphic more complex shouldn't make it harder to understand
The concept of a "complex graphic" will scare most people. They want their graphics able to be understood in 5 seconds. By adding more information to a graphic we don't necessarily have to make it harder to understand, as long as we make the effort to design the graphic well. Don't take for granted the fact that graphics are hard to write. Usually much harder than text. But their benefit is that in the same amount of space, they can convey much more information that text could possibly convey. Edward Tufte said "In visual design, 1+1=3. The way that two elements on a page interact with each other effectively creates a third element". Use this concept to include exponentially more information in a single graphic.


Include a super-graphic
To read one sheet of A4 paper it might take a couple of minutes. Why then, when we place a graphic (or chart) on the page, does that chart usually take 5 seconds to understand? Have we dumbed down the page just because we're conveying the information visually? It's much better to produce a well designed half-page graphic that takes one minute to read, but can contain enough information from several pages of text. This is what Edward Tufte calls the "super-graphic". There should always be one super-graphic in every presentation. The super-graphic allows your audience to effectively absorb what you are trying to tell them, and it allows them to understand the graphic at their own page. Ensure that a printed copy of the super-graphic is available to the audience, so they can take their own time to understand it.


Conclusion
There were a number of other theories that Edward Tufte discussed during the seminar, which I won't repeat here. If anyone is interested in hearing more about it, you can speak to me anytime!

*********************** The End ***************************************

Obama Deserves Nobel Peace Price

All of sudden, I realize Obama, the mighty US president, deeply deserves Nobel Peace Price. The justification - if the US government does not action much, the world will be at peace.

Wednesday, December 9, 2009

Why do I like Jack Welch?

because he helps you justify and spruce up your actions on a high moral, ethical ground even though you act upon your personal interests.

When dealing with a matter, never focus on people, always focus on the matter itself. You maximise your efficiency of getting a outcome. Most importantly, the people you disliked in the matter could just be washed away along with the outcome. Focusing on outcome will never disable you to deal with people. However, when you target people alone, it makes you lose your moral ground. So be patient, let the outcome of resolving the matter help you dissolve the people and you can't get wrong because you never intend to target the people from the beginning.

Execution beats the idea itself

Ultimately, how you iterate and execute your idea is more important than the idea itself. Your business concept is not a company. Lots of people have ideas. Typically they are just a set of untested hypotheses.

Successful companies are about the learning, discovery, iteration on your initial ideas. If someone can do a better job iterating hypotheses and executing than you can, you deserve to fail.

No business plan survives first contact with customers. The real value is finding the product/market fit. And that?s not found in a set of slides.

Tuesday, December 8, 2009

Sourcing for a GPS

Must have:

  • 4.3 to 4.7 inches touch screen (my eye vision isn't good)
  • Voice instruction (I hope I have three hands when driving)
  • Spoken Street Names (sorry but learning English is a lifelong fun)
  • Bluetooth Hands Free (my mobile should be in love with my new GPS)
  • Downloadable and updatable China maps (TomTom you are fired)
Nice to have:
  • Live traffic update build-in -- only if it doesn't slow down Routing process
  • Speed & Red Light Camera alert -- I have incurred more than $3000 in speeding penalties so far.
At moment, it seems to me choosing a Chinese local brand will mostly suit the course. Tom Tom is fired as it doesn't provide downloadable China maps. Garmin does have those maps but wow.. do those maps are voiced out in English? That will sound funny because when you are in China you do want to listen to Chinese. 

Monday, December 7, 2009

Reset memory configuration due to PostgreSQL installation

Simply delete /etc/sysctl.conf and reboot.

A team means on the same boat

When I say "we are on the same boat" to my team members, do them really appreciate what I just said? Or do they really understand what this phrase entails. Maybe they have seen too many instances of "we are on the same boat until I jump ship and you remain on duty" type of real life stories.

If one drills a hole in the boat for whatever reason, the first thing one should do is to raise the alert. As much as being scared, the first thing the team should do is to blame the guy and kick him off the boat. Nuh, the team should work together to get the hole filled before the boat capsizes. That is why raising the alert early in a project is much more crucial than hiding it to the last min when every one has to jump ship to survive. That is why no one in the team would uselessly care about why you drill the hole but to work together to fill it.

When working with your team, make sure you explain to them the boat story to encourage them for disclosing the holes early.

A team lead or a work delegator -- Lessons learned from my three-year tenure at a great company

Does a team need a manager or merely a "delegator"?

One expresses in software design patterns, a delegation pattern should not carry any functionality other than simply delegating the call outwardly to an underlying entity. If the call failed, the underlying entity is to be "blamed", not the delegator class. You will pass the interview if you answer a question about delegation patten in this form. But passing the interview doesn't rate you an excellency at what you do with this pattern in real life.

The same verdict of the pattern can be said for managing a team of any, be it a team of engineers and consultants in a technology company. It will make you a manager, not a very bad one in a big corporation, if you just delegate, monitor and readily hold someone responsible if anything goes south. But let me tell you what, in a young startup company, your boss (possibly the company founders) will hate you for your way of team managing. Your way of delegation pattern will have no sustainability for your team and thus for your company. Your team members will feel helpless and learn how to make up stories to cover up their mistakes because they know you would not do anything for them. Your talking straight of "accountability" in modern management will doing nothing but make people fear of and retreat away from responsibilities and hence the opportunities to grow. They will leave the company and bring away valuable knowledge.

When delegating, to the right methods, make sure the inputs are validated, exceptions are checked and handled if necessary, return values are properly wrapped. That is my delegation pattern in team management. Furthermore, I would rigorously ensure there exists right foundation before my boys commence work, a clear direction is provided so that they know what outcome they will be focusing on. Bad fish shall be removed before they fully rot. When exception happens, sincerely becalm your team members that exceptions will be handled and the right outcome will be produced after corrective actions.

Instead of being a report collator and a number cruncher, a team lead shall spend their time making sure the right context is provided at right time to the right people when delegating. A team lead role to a promoted engineer doesn't mean less work with better pay check. Rather it means more work at planning and communicating. In other words, you should be more mentally exhausted than pumping out code.

Friday, November 27, 2009

JPA vs Hibernate

What is difference between JPA and Hibernate as they both cater for DB persistence work in Java? Well again this is the "fight" between official and de facto standard. Long before those so-called industry experts wake up to note down a standard addressing a well-known enterprise application development issue, several groups of smart doers already raised up to invent their own "proprietary" solution to the problem. The issue is known as ORM while the groups of smart doers included Hiberate creators, Oracle's TopLink as well as the team of bringing live iBatis. The standard is JPA.

The primary reason to embrace JPA is driven by the thirst of having a standard in Object-Relational mapping - paint the door once, changing the lock often doesn't hurt (one interface with many implementation alternatives. Ideally one can be replaced by another if one doesn't suit the course anymore). However, the reality that Hiberate 3 implements JPA enables early Hibernate adopters to stay on their course while having a standard architecture in front of their governance board. In case of Red Hat deciding to discontinue open sourcing Hibernate, JPA users can switch to another implementation like OpenJPA.

On practical side of story, I would rather recommend to use Hibernate for a JPA implementation. For things that JPA can't resolve easily, use Hibernate "proprietary" features (e.g. hibernate-specific annotations). One's chance to replace a backend implementation is as uncommon as a major Open Source project getting killed. Here I said major. If you really sense the uncertainty of Hibernate and thus want to fully stick to JPA, still use Hibernate, just keep no hibernate-specific stuff.

Composition vs. Aggregation

They both are within the context of OO design and both refer to a form of object ownership - one object contains one or many other objects.

The difference lays in the strictness of the ownership. For composition, it implies an ownership of lifetime. From implementation aspect, the compositor manages the lifetime of its containing objects. If the parent gets GCed, its composed objects are all gone away with it. Composition is thus of owning by value (does pass-by-value sound familiar?)

On the other hand, aggregation is a weaker form of ownership. In other words, if aggregator is dead (GCed), its aggregated objects will still happily live in the heap (memory heap). Under this context, aggregation is of owning by reference (Pass-by-reference as oppose to pass-by-value).

A code snippet for composition would look like this
class Compositor
{
Object obj1;
Object obj2;

public Compositor ()
{
this.obj1 = new Object();
this.obj2 = new Object();
}

}

Here is an example of aggregator
class Aggregator
{
Object obj1;
Object obj2;

public Aggregator (Object obj1, Object obj2)
{
this.obj1 = obj1;
this.obj2 = obj2;
}

Wednesday, November 18, 2009

How to set up JAVA_HOME on Mac

locate your .profile file and
put in export JAVA_HOME='/usr/libexec/java_home'

This will automatically pick up whichever java home variable set via Java Preference on Mac.

Tuesday, November 17, 2009

Thanks for my friend Rob sharing on this

Watch your thoughts; they become words.
Watch your words; they become actions.
Watch your actions; they become habits.
Watch your habits they become character.
Watch your character; it becomes your destiny.

In other words, success can be made if not born with.

Wednesday, October 14, 2009

How do I express my vision of TTC?


I am thinking to change the way TTC's vision and long-term goals are expressed. Instead of saying what we will be doing, can we change to what we will be having? 

In long term, what we will be doing will definitely rely on what we will be having, infrastructure, processes, systems, teams, customer base, brand recognization etc..  That will be more than what we think we can do right now when time reaches there. So rather than saying what we will be doing at year 10th for example, we can change it to what TTC will be built up and developed to have by then, and give a few examples of what we can do based on what we have.  

Tuesday, October 13, 2009

Cloud Computing on TTC

In reality we all lived with our parents at some point for a considerable period of time.  To model this In a commercial world, we would have had to pay our parents for shelter, meal, laundries, shared family glories, network developed via family circles and anything you had to rely them on. In real world we usually pay back using our love, care and companionship when they get older, but that is not the point for this article. 

We growed up, we thought we should move out living "independently", we "lost" all the support and then "vanished" due to our inability and immaturity to live alone. In other words, we failed. Alternatively, this is better that our parents offered a great base infrastructure for us to survive, build up, then we take the advantage to thrive. Again to model this in a commercial world, we only needed to pay the utilities that we used for the infrastructure provided as we no longer ate at home and "live" with them.

Next few years from today, China's personal lending business is going to grow expontentially just like what the U.S has gone through. When they are babies, institutional lenders live with us enjoying web coverage and transactional service. When they grow up and want to move out because they are seeking a greater level of independence, we choose let go them? Nuh we can't. Instead we continue embracing them by providing great infrastructure and utility service. We make money by taking on usage fees switching from transaction based model. 

So what are those infrastructure components as you may ask? They are server farm facilities and computing power, but most importantly APIs wrapping up TTC's workflows, transaction engine, user management, product catalogue management, credit assessment/rating and even API for online SNS community setups. 

That is what we call Cloud Computing on TTC in the future.

Think about these two business rules if you think the assumption above is too untrue,

From TTC's perspective, can you really tailor your system from head to toe for thousands of valued customers, each of them has their game rules? In this case, TTC vs Institutional lenders. It is natural for TTC to consider in a bigger scale in retaining its customers.

From institutional lenders' perspective, for a traditional business facing tough competition, it has to be unusual to invest hugely in non-core competencies. In this case, institutional lenders vs. building web platform from scratch by their own. It is not only technology investment, but it also has to consist of human and opportunity cost moving from one familiar territory to a new place. 

Let go people and see them fall is immature business mentality. It is contradictory to TTC's mission to build a creditworthy society. 

前高管曝淘宝隐忧:80%以上收入来源在线广告

发布时间: 2009-10-9 16:49:00      来源: IT经理世界 

9月10日晚,杭州黄龙体育场,2万多名阿里巴巴集团员工、家属和客户,在这里进行了一场集体狂欢,以庆祝阿里巴巴成立10周年。偌大的体育场被亮闪闪的荧光棒和小彩灯映照成了灿烂的银河,而马云自然是银河系中最亮的那颗恒星。当阿里巴巴集团的这位掌门人以一身朋克造型登场表演时,晚会的疯狂气氛顿时被推向了最高潮。
  就在这次庆典晚会现场,马云宣布了公司未来10年的宏伟蓝图:“我们将会创造1000万家小企业的电子商务平台,我们要为全世界创造1亿人的就业机会。我们要为全世界10亿人提供消费平台。”毫无疑问,这个蓝图将主要由其旗下两大电子商务平台——阿里巴巴和淘宝来完成。
  成立不过6年的年轻淘宝似乎更被外界看好:国内电子商务市场80%以上的渗透率,连续数年超过200%的年增长率,2008年的交易额已经突破1000亿元人民币……无论从数据还是品牌来看,作为在线购物平台的淘宝似乎已经成为中国电子商务的领军企业,甚至成了电子商务的代名词。高盛近期发布的一份报告预计说,淘宝在2009年可实现2000亿元交易额,并且在2010年~2011年有实质性盈利,因此高盛对淘宝的估值为87亿美元,而对雅虎的估值则仅为43亿美元。据说,全球最大的电子商务公司亚马逊已经把淘宝列为自己的首要竞争对手,马云已经成了亚马逊CEO贝索斯的头号劲敌。
  笼罩在神话光环之下的淘宝,在马云的拥趸们看来几乎是战无不胜的,它们甚至相信,马云和淘宝已经等同于中国电子商务的未来。
  事实上真的如此么?
  淘宝的一位前高管告诉记者,淘宝的未来并非可以安枕无忧,过分看重于跑马圈地使得淘宝几乎将所有的资源都集中于电子商务之中的 “电子”部分,而忽略了“商务”这个本质。因为这种忽略,淘宝一直对自己拥有强大的市场营销能力和流量聚合能力而引以为豪并青睐有加,并由此让淘宝看上去更像一家媒体——目前淘宝80%以上的收入都来源于在线广告。对于一家电子商务公司来说,这是一个可怕的收入结构。
  淘宝平台上人头攒动,一片繁华景象的背后显然还暗藏着隐忧。这里面既包括在马云的望远镜里已经逐渐显现出身影的竞争对手,也包括已经做大的淘宝卖家对淘宝既爱又恨的矛盾心情。这些卖家既依附于淘宝,又不甘心处处受制于淘宝,未来必然长期存在控制与反控制的矛盾。
  淘宝当然也在改变。9月1日,淘宝正式对外宣布了“大淘宝战略”——淘宝将在开放的基础上,转型为电子商务基础设施服务提供商,打造一个开放、透明、协同、互利的电子商务生态系统。这是淘宝发展的一个重要里程碑,它为淘宝未来的发展开启了更大的想像空间。在这一战略框架里,淘宝融合了“B2C+C2C+品牌产品+云计算服务”等多种模式,而基于开放之上的“Powered by Taobao”,则是向全球电子商务的标杆亚马逊致敬。在过去的几年间,“Powered by Amazon”带来的新的盈利增长点,为亚马逊在华尔街的股票走势注入了强心针。
  但是在“大淘宝”战略里,依然没有规划后台交付能力的建设。物流、仓储、品类管理这些带有零售业本质特征的领域,淘宝目前都还没有涉足。而这恰恰是亚马逊以及它的中国崇拜者们现在一直在着力建设的核心竞争力。它们坚信,强大后台系统带来的效率优势,才是品牌厂商们永远离不开它们的关键所在,而强大后台系统给消费者带来的品牌和服务的保障,才是它们未来获得立足的根本。
  孰对孰错?淘宝的未来依然不乏悬念。
淘宝悖论
  马云一直在不同的场合不断地强调其对中小企业的关注和扶持,而淘宝这个平台也确实孕育并且承载了大量中小企业的成长。
  但中小企业的活跃在缔造了淘宝神话的同时,却也在另外一个角度削弱淘宝作为中国主流电子商务平台的价值,削弱主导中国主流消费趋势潮流的品牌企业对淘宝的信心。这是一个让淘宝头疼的悖论和关键问题,因为大品牌的缺失,最终会导致淘宝平台的边缘化,很难想象,如果淘宝成为一个日趋鱼龙混杂的大杂货市场,是否还能真正主导中国在线购物市场?
  要消除这些疑虑,淘宝必须吸引大品牌企业的加盟。
  去年推出的淘宝商城承载起了这一使命,这是一个淘宝为吸引品牌企业进驻而开辟的新市场空间。自此,淘宝开始两条腿走路,吸引大量的品牌企业进驻淘宝商城,扶持和打造一些具有潜力的中小企业品牌,让它们在淘宝原来的平台上继续欣欣向荣。从2008年4月开始,淘宝试运营淘宝商城,其间经历了数次战略调整,目前已吸引了优衣库、李宁、百丽等知名品牌开设官方旗舰店,据淘宝CFO兼淘宝商城负责人张勇透露,最近,丹麦Bestseller集团旗下Vero Moda与Jack Jones两大品牌也已经在淘宝开设了旗舰店。
  不过淘宝商城的出现依然没有解决淘宝悖论。究其根源,是因为淘宝上大量由C2C业态培育出来的网购者是价格敏感群体,对商品的议价能力和欲望都很强,也令淘宝成了低价消费的温床。另外,在鱼龙混杂的C2C,大量的水货、假货形成了劣币驱逐良币的负面效应,也使得品牌企业更加心存顾虑。
  一边是需要整治的、为淘宝贡献95%以上交易额的C2C,另一边是需要加大力度扶持、但在短期内又难以见效的B2C,左右为难之下的淘宝将做何选择?
  9月中旬,一则海外消息引起了电子商务业界的关注,法国奢侈品牌路易威登轩尼诗集团宣布,一家法国法庭裁定eBay因为在其网站上销售假冒产品,罚款8万欧元,并称如果以后再犯,每销售一次假冒商品将罚1000欧元。这意味着,作为第三方交易平台,eBay要对其网站上销售的假冒产品承担连带责任。而这个判决对于正在酝酿奔赴海外上市的淘宝来说不无警示意义。
  尽管淘宝通过系统排查“高仿”等关键词和搜索目标、组建网络信息安全团队、以及征集3000多名诚信网商志愿者来进行打假,但是对于每天上架3亿件商品的淘宝,此类问题仍然防不胜防。
  “你见过Shopping Mall的楼下是低价的小商品批发市场么?”一位已离任的淘宝高管说,高管团队在淘宝商城筹建之初就存在着两种意见,一种意见倾向于使用独立域名,建立一个有别于淘宝C2C定位的品牌商品销售平台,另一种意见则认为,独立域名不利于淘宝上市时的估值,不利于淘宝价值最大化。最终,第二种意见占据主导地位,淘宝商城装入了整个淘宝的平台。
  这也导致淘宝商城的品牌定位不清晰,难以对品牌企业形成吸引力。在2008年4月至6月淘宝商城试运行期间,奢侈品品牌华伦天奴在淘宝商城的成交量不到40单,尽管其在淘宝销售的是打折品,但是3折后仍然600多元一条的领带,显然不适合在淘宝这个渠道上销售。
  而那些价格更具亲和力的品牌,则显得更加适宜于淘宝,李宁、优衣库等平价流行时尚品牌,在淘宝商城受到消费者的青睐。然而,许多知名品牌进驻淘宝的策略,也是将其作为试水电子商务的平台,当积累了足够的经验后,它们将把注意力投向官方网站。还有许多在淘宝上成长起来的大卖家,也在酝酿着独立。

离心之力
  “命运要掌握在自己的手里。”钻石小鸟联合总裁徐潇感慨说,她毫不掩饰自己对第三方平台的戒备。从2002年在易趣起步,到2004年上淘宝开店,再到如今树立起自己的品牌、拥有官方网站和实体旗舰店,徐潇亲历和见证了易趣的兴旺和衰退,面对如日中天的淘宝,她也认为未来是变化莫测的,因此在借力于第三方平台的同时,钻石小鸟一直致力于发展自己的品牌,努力拓展“官方网站+旗舰店”的主渠道,如今钻石小鸟已成为国内在线钻石销售的一线品牌。
  徐潇的感慨,基本反映了中国大多数电子商务创业者的普遍心态:国内商业大环境并不成熟,缺乏相互制约的信任机制,创业者只有拥有自己的生意地盘,并对渠道有绝对的主动权,才会有安全感。因此无论是在淘宝试水电子商务的品牌企业,还是从淘宝上孵化成长起来的企业,它们最终的愿景都是要自己来掌控电子商务渠道。这是它们下决心要掌握的生命线,也是它们的安全感源泉。即便它们现在留驻在淘宝,但依然不能够排除未来建立自己的官方网站,从淘宝独立出来的可能,只要时机成熟。
  这是淘宝正在面对的棘手难题——如何留住那些已经进驻淘宝的大企业,或者在淘宝上一路成长起来的中小企业?
  “我们在易趣和淘宝两个平台上都开过店,相比于易趣,淘宝拥有更加完备的交易工具和信任机制,但是过分依赖和留恋易趣或者淘宝平台,在某种意义上却会削弱品牌的建立。”徐潇回忆当年在易趣销售钻石时,由于没有支付宝和体系化的信用机制,也没有买卖双方直接沟通的IM工具,钻石小鸟凭借起初的诚信交易,建立起用户的信任度之后,消费者在这个混沌的交易平台上往往直奔钻石小鸟的品牌而来,一次次的交易都增强了消费者对钻石小鸟的品牌忠诚度和买卖双方的黏度。这让徐潇相信,淘宝、易趣这样的平台,并不一定能够为它们提供直接的品牌背书。淘宝作为一个平台服务商,不会帮企业去做产品品牌的推广。“在一个人气平台上,卖家塑造的是知名度,而不是品牌。”徐潇指出,树立珠宝钻石的品牌需要建立一个完整的架构体系,其中包涵了体验、服务、形象识别、品牌内涵、文化等一系列的要素,这是综合性的电子商务平台所无法提供的。
  在徐潇看来,正因为钻石小鸟经历了“线上——线下——线上”的发展历程,即从易趣试水钻石的电子商务后,徐潇和她哥哥——钻石小鸟的联合创始人徐磊才开始懵懂地认识到品牌的重要性。为了打造品牌,在2004年钻石小鸟从易趣往淘宝迁移的过程中,兄妹俩开始策划做自己的钻石在线销售平台,并在2005年底开设了第一家线下的钻石首饰体验旗舰店。正由于线下店的开设,树立了钻石小鸟在消费者心目中的信心,因此其官方网站早期的大部分客户,就是从线下引过来的。
  如今,获得今日资本投资的徐潇和徐磊两兄妹很庆幸自己选择了正确的方向,建立了自己的复合渠道,借助这些渠道的增长,钻石小鸟从2006年的2000万元销售额,发展到2008年的2亿多元,并保持了每年300%的高增长速度。
  对于官方网站和淘宝店,钻石小鸟也有不同的定位。目前其官方网站已经成为“主战场”——产品线更长,消费也更为主流,客单价大约在3000元左右。而淘宝则是一个价格导向明显的平台,主流钻石消费都在1000元左右,因此钻石小鸟在淘宝上投放的商品相对低端一些,客单价大约在800元~1000元。
  如果说钻石小鸟已经将渠道的话语权掌握在自己的手上,与淘宝保持着若即若离的关系,那么柠檬绿茶则正在试图在淘宝之外建立自己的广阔天地。尽管这些年来,淘宝一直是柠檬绿茶的主战场。对于淘宝,柠檬绿茶总裁王维栋充满了感情,因为从2003年500元起家,到如今淘宝的最大卖家,柠檬绿茶的每一步成长都在淘宝上。不过,这家规模已有300多人、每天发出2万件商品的淘宝超大卖家,正在思索“大C的出路”。
  就在8月,柠檬绿茶推出了自己的独立B2C平台。五维栋透露,相比于淘宝的店,柠檬绿茶的独立网站更加强调互动性,其培育了一年多的“蜜酷儿白领女性时尚资讯购物论坛”,已经积累了100多万用户,现在已经被整合进了柠檬绿茶的B2C平台。
  这家由大C发展为中小企业的卖家,已经在淘宝上完成了企业的原始积累阶段,目前淘宝提供的服务和技术支持,已经难以承载柠檬绿茶对消费者互动,客户数据管理等需求,因此王维栋选择了在淘宝之外再开辟一片天空。
  在成立独立B2C平台之前,柠檬绿茶推出了两个化妆品品牌,并且在2009年初推出了自有的服装品牌Sexy Girl,目前的单日销量为1500件左右。从独立品牌到独立平台,羽翼渐丰的柠檬绿茶在一步步做准备。
  据知情人透露,柠檬绿茶开设独立B2C平台的另外一个潜在因素是,今年以来柠檬绿茶已经被淘宝封过好几次店,事故缘起于淘宝IT系统的误操作或者淘宝小二的误操作。最严重的一次,柠檬绿茶所有产品被误操作下架,柠檬绿茶和淘宝的工作人员不得不共同加班,进行货架的恢复。对于一个将所有的“宝”都押在淘宝的商家来说,这类事件无疑是一种可以致命的系统风险。
外患渐成
  如果说淘宝上成长起来的企业意欲逐渐地摆脱淘宝的控制,成为淘宝的内忧,那么品牌企业对于淘宝的态度,以及正在高速成长的垂直B2C平台们,将成为淘宝的外患。为了解决这个外患,淘宝的做法是尽可能地拉拢大品牌到淘宝商城来开店。
  “这是一个群聚效应,比如优衣库在淘宝开店,对服装企业就有很大的触动,它们会发现如果自己不进去,而竞争对手已经在里面了,自己很落后。”淘宝商城负责人张勇就品牌企业对淘宝的踯躅不前做出了回答。在张勇看来,只要用巨大的流量锁定了商家,使得他们对淘宝的在线销售渠道产生最大的依赖性,任何独立的B2C甚至企业自己的官方电子商务网站都是没有前途的。优衣库就是目前淘宝最为自豪的一个案例。
  淘宝确实为优衣库在线销售带来了旺盛的人气,其完善的交易工具和交易流程等电子商务基础服务,也为优衣库节省了大量的自行建站时间和成本。但是,对于和淘宝的合作,优衣库其实也存在着一些顾虑。从今年4月上线以来直至7月,优衣库的电子商务团队将淘宝能提供的所有促销手段都进行了尝试,但是到了7月底,它们却不得不开始作出调整。
  优衣库的电子商务团队认为,淘宝的消费者对于价格非常敏感,他们更喜欢低价的商品。而优衣库在全球的商品策略都是平价时尚,商品利润空间并不高,难以在网上以更低的价格销售给用户。除了一些打折商品,优衣库在线商店90%以上的商品都和线下采用同样的价格,其线上的客单价和线下店差不多,而在中国,一些品牌的新品通常可以在网上以3折~4折的价格出售,优衣库却难以做到。
  对于这类困惑,中国的品牌企业通常的解决之道是在官方网站和淘宝旗舰店投放不同的商品,对两家网站进行不同的定位,例如爱慕内衣就将新品和单价较贵的商品呈现在官方网站,淘宝店则销售打折商品。而优衣库的官网和淘宝店的商品都是一样的,尽管两家网店的陈列不同,但所有商品都由同一个数据库自动生成。
  据知情人透露,在未来的几个月之内,优衣库将开始有选择地采用淘宝的促销工具,有意识回避用秒杀、全场免运费、1折促销和1元起拍等这些吸引眼球却对利润牺牲较大的促销手段。
  相比于张勇对于淘宝的充分自信,京东商城总裁刘强东对于如何吸引品牌企业进驻却有不同的回答。“我们做过测算,如果每个企业都自建电子商务的物流系统、配送系统和货到付款等体系,大约需要投入销售额的15%~18%,而京东商城现在能将这3大系统的后台运营成本降到10%以下,省下来的钱将让利消费者和企业,这对品牌企业来说是具有吸引力的。”
  “大淘宝战略的实际目的是打压B2C平台。”一位B2C平台的创始人说。尽管显得偏激,但是这也意味着淘宝已经意识到独立B2C平台正在成为淘宝的外部威胁。淘宝排名前几位的消费品类,比如服装、化妆品、消费电子、母婴用品、珠宝首饰,都有对应的独立B2C平台——VANCL、红孩子、京东商城、钻石小鸟、珂兰钻石网等,它们由于具备品牌背书,即拥有平台信誉,因此它们在某种程度上将分走淘宝的消费人群,而且值得一提的是,这些平台由于没有竞价机制,产品品牌更为突出,因此培育了消费者品牌消费习惯,客单价都比淘宝同类商品要高。
  VANCL总裁陈年认为,尽管VANCL在淘宝上开设了旗舰店,淘宝的流量对VANCL来说非常诱人,但是VANCL不会和淘宝进行底层数据的互连互通,因为VANCL已经培育了自己成熟的用户群体。
 实际上,垂直类B2C网站的发展,和传统零售业的演变有着类似的轨迹。百货商场一直是多品类商品的渠道,但是有一些垂直的商品品类,在完成资源和供应链整合之后,便开始了向外的迁移。最为典型的莫过于家电行业,国美、苏宁、宏图三胞成了垂直类的专业3C家电销售渠道,还有屈臣氏成为女性美体健康的专业渠道。
  在互联网上,这样的迁移正在成为趋势。作为电子商务的孵化器,淘宝这些年孵化了社会在线购物的大环境,也培育了消费者的在线购物行为习惯,同时一些垂直的品类也在在线购物环境里孵化成熟,最终在业态上形成和淘宝分庭抗礼的力量。
  而这些B2C平台的发展相比于传统的垂直品类专业渠道,有着更大的杀伤力。“线上垂直B2C平台的演变,我觉得将经历先聚拢后逆反的过程。”刘强东说,聚拢是指B2C平台在垂直品类完成的资源整合和供应链整合,而逆反,则指的是整合完毕的B2C平台借助平台优势和大量的消费者数据进行横向扩张,即向着多个品类发展。目前京东商城已经从3C扩展为销售百货,红孩子也从母婴扩展到化妆品、保健品和3C数码,VANCL从销售男装扩展到女装、童装、家居和鞋,这些实践无一不验证着这个趋势。



开放的醉翁之意
  去年开放API(应用程序接口)是大淘宝战略的第一步,近期的开放,则建构在数据开放、平台开放和插件标准开放之上。淘宝期望最终能够打造一个商业生态圈,将有越来越多的区域型、垂直型以及品牌专卖型的独立零售网站运行在“Powered by Taobao”基础上。这些网站中,既包括以电子商务为核心功能的零售站点,也包括以社区、SNS、娱乐、工作交流等为核心、引入交易功能以丰富用户体验的非零售站点。
  在淘宝的生态系统里,目前已经有了一些平台合作伙伴服务商,它们如同SP,附着在运营商淘宝的平台上,比如帮助传统企业建立网站的ShopEX,以及帮助传统企业在淘宝开店、提供电子商务供应链整体解决方案的五洲在线,它们都是大淘宝生态圈的一部分,目前借力于淘宝,正在高速成长。
  尽管很大程度上“Powered by Taobao”是在向“Powered by Amazon”致敬,但是和亚马逊相比,二者在模式上有着本质的不同。淘宝是一家纯粹的互联网交易平台,并不拥有商品的所有权,而亚马逊则有着庞大的交付(仓储、物流等)后台,掌管着商品的进销存,具有向合作伙伴输出供应链管理和零售企业运营的能力。
  那么,大淘宝向合作伙伴输出的是什么呢?“概括说来,我们输出的有4类体系。”淘宝总裁陆兆禧介绍,一是信用体系;二是交易的流程和管理规则;三是用户管理,包括用户登录ID信息、用户行为信息;四是商品管理,即商品分类体系的描述、计算能力等。
  从优衣库与淘宝的合作中,可以看出淘宝将这4类体系复制在优衣库独立域名的网站上。这也是淘宝希望将其复制在所有的合作伙伴和品牌企业上,成为一种潜移默化的行业标准。然而,对于那些已经有着成熟的电子商务供应链体系的B2C企业以及品牌企业来说,淘宝意欲输出的标准,很多时候并不具有诱惑力,而淘宝巨大的客流量才是最有价值的金矿。
  “我们自己的运营体系已经非常成熟,不一定非要到淘宝上开店,如果不用淘宝的购物车却又能获得淘宝的流量,我们愿意为此付费。”麦考林CEO顾备春如是说。
  其实有许多和顾备春有着类似需求的企业,也是在意着淘宝的流量,并期待淘宝成为它们的流量获取批发器。在中国市场,尽管百度和谷歌也能带来流量,但它们仅有10%流量的需求是购物。
  对此,陆兆禧给出了证明这个需求的回答,目前淘宝的收入结构包括了广告、增值服务(淘宝旺铺、直通车)、交易提成、合作分成(这是未来要培育的收费方向),其中广告、增值服务占据了收入的绝对份额,而这些收入,都是由流量来支撑的。
  那么,淘宝的本质是一家借流量获取广告的媒体公司?还是一家借产品销售来获取分成收益的商务企业呢?
  这显然是个问题。
大淘宝标杆:优衣库
  为了推行“大淘宝战略”,淘宝现在最津津乐道的莫过于优衣库的案例,这是淘宝推行云计算,转型为电子商务基础设施服务商的开端。作为国际化的平价时尚休闲品牌,日本迅销公司旗下的优衣库于今年4月在中国市场上涉足电子商务,同时上线了中国的官方购物网站和淘宝旗舰店,目前优衣库每天的网上交易额大约为30万元,相当于其线下业绩最好的实体店的单日销售额。
  尽管优衣库中国官方网站和淘宝旗舰店的商品陈列和设计风格各不相同,但是其后台数据、搜索、交易、付款等功能都是统一共通的,它们都采用了淘宝提供的电子商务的底层架构和技术支持,优衣库则专注于品牌推广和商品控制,包括商品定价、设计、全年货品计划、促销等业务。
  看起来,淘宝和优衣库的合作,既解决了传统消费品企业在开展电子商务时的IT短板,同时也为淘宝带来了新的盈利增长点。然而,优衣库正在实践的“两张皮,一个后台”的电子商务模式,是否真的适用于中国的大部分传统消费品企业呢?
  这就得探究优衣库为何要实施电子商务,以及为何要采用淘宝的基础设施服务的原因了。
  “优衣库在中国实施电子商务,是因为现在线下的实体店的数量较少,难以覆盖到中国大量的次级城市和偏远地方,我们希望通过互联网将优衣库的商品和品牌辐射到全国。”一位优衣库的电子商务工作人员介绍说。目前优衣库在全国10个城市开设了35家店,仅仅靠实体渠道的扩张速度,难以将品牌影响力和商品覆盖到全国,互联网则不失为一个跨地域的理想平台。
  除此之外,优衣库在日本的电子商务平台非常成功,这也为其在中国试水互联网销售提供了大量的经验和支持。“借助第三方互联网交易平台的力量开店,是因为我们对先期投入比较谨慎,希望每一步都有可预期的盈利。”这位工作人员说。对于任何一个海外市场的互联网领域,优衣库都小心翼翼。
  即便是这样,优衣库在中国试水电子商务的前期投资也接近1000万元。将一切可外包的职能外包,自己掌握最擅长的核心能力,这是优衣库实施电子商务的策略。纵然每天在线交易能超过5000单,但优衣库在中国的电子商务团队却只有4个人。当电子商务的技术、后台供应链运营等职能都外包出去后,优衣库掌握的核心职能是什么?
  “对商品的控制是优衣库的强项。”这是优衣库的工作人员反复强调的重点。优衣库的商品控制包括了品牌和市场推广、促销、商品年度计划、品质等多方面的因素。无论是线上还是线下,优衣库的行销策略几乎是一致的。
  商品控制的理念,同样也在线上体现无疑。在优衣库的网上商店里,每周五进行促销,新品则提前于实体渠道半个月上架,来自于互联网的消费者行为数据,可以帮助优衣库作出决策,让新品在实体渠道表现更佳。
  和一些传统企业将淘宝作为清理库存和打折商品的渠道不同,优衣库将淘宝和官方网站作为新品发售和正常销售的渠道,由于淘宝目前的系统对于服装品类和颜色上还没有做到完全支持,因此优衣库的线上店陈列了700多种商品,相比于线下店来说品类较少。
  实际上,优衣库在中国市场上在线销售的迅速发展,更多的功夫来自于线下,在于这家企业的经营策略和运营理念,电子商务的快速增长得益于其高超的商品控制能力,而这却是大量中国消费品企业目前还不具备的内功,这成为了优衣库的电子商务模式难以简单复制的原因之一。在充裕的技术供给和仓储物流供给的环境下,寻找电子商务模块化的外包商并不难,难的是对于商务的真正理解和后台运营能力,这是淘宝目前无法为传统企业所提供的服务。
  其实,优衣库中国区的电子商务项目并不是没有独立网站的规划,但是这一切都要在“可预期的盈利条件下”实现,目前淘宝是其低成本的电子商务孵化器。
 “优衣库的模式目前中国只有一家,目前还没有第二家企业推出,我们在密切关注它的可复制性。”柠檬绿茶总裁王维栋认为优衣库能成为“大淘宝”的标杆,也得益于优衣库的一些先天资源。实际上,日本迅销公司创始人柳井正和马云同为软银公司的独立董事,两人是私交非常好的朋友,这也是优衣库在中国选择淘宝“落户”的一个重要原因。



淘宝的对手们
  在马云的望远镜里,竞争对手的身影已经逐渐显现。
  李黎 许扬帆/文
  就在上个月,卓越亚马逊的百货商品销售额首次超过了图书,其CEO王汉华将其视为卓越亚马逊在中国市场上迈出的一大步。
  自2004年被并购入美国亚马逊公司后,截止到9月底,卓越亚马逊已经与美国总部完成后台主业务系统的整合。
  据知情人透露,从今年底到明年,美国亚马逊将加大对中国区仓储物流的投资,仓库将大面积扩张。在美国,亚马逊正在大力推行云计算,不仅为商家提供建立电子商务网站以及在线销售的底层技术架构等服务,还将冗余的仓储物流能力开放出去,为传统企业提供一整套电子商务供应链服务。
  据知情人透露,卓越亚马逊将在国内实行开放——从开放API 到开放后端的供应链体系。而“百货商品销售额首次超过了图书”,则像是一个信号,意味着卓越亚马逊已经具备百货类商品供应链能力。而卓越亚马逊最先开放的将是代销业务,即为传统企业提供电子商务的后台运营服务,这和其目前的商品购销模式有着本质的不同。
  同样在加强后台建设的B2C平台还有京东商城。“我们对外强调产品、价格和服务,对内则强调团队、信息系统和物流平台的建设。”京东商城总裁刘强东说。具有品牌信誉的渠道平台、完备的电子商务后台物流体系——具备这些要素的B2C平台,对于意欲逐渐将重心从C2C转移到B2C淘宝商城的淘宝来说,未尝不是潜在的威胁。实际上,淘宝也看到了仓储物流能力对于B2C平台的重要性,淘宝总裁陆兆禧表示,不排除未来收购或者入股物流服务商的可能。
  尽管在中国的网购市场上,淘宝以80%以上的渗透率占据了绝对优势,但是在马云的望远镜里,竞争对手的身影已经逐渐显现。那么在未来的3~5年内,谁将是最具实力挑战淘宝的竞争对手?
  B2C平台的挑战
  淘宝商城的爱慕官方网络旗舰店里,20款特价内衣正在热销。“我们每天能销售至少300单。”五洲在线公司总裁梁凯说。2007年底,梁凯成立了五洲在线公司,帮助传统企业在淘宝开设官方品牌旗舰店。
  作为电子商务第三方服务提供商,五洲在线已经为爱慕、欧时力、李宁、美特斯邦威等30多个消费品牌在淘宝上运营电子商务,从建立网上旗舰店,到订单承接和处理,再到仓储物流和配送,五洲在线对这些传统品牌提供了电子商务的全价值链服务。
  成立五洲在线的初衷,是因为梁凯看到了传统企业在开展电子商务时的茫然无措。这些企业有可能在传统的实体渠道具有丰富的营销经验,但是对于互联网市场,他们在货架管理、消费者网购行为模式、针对电子商务的供应链管理等经验上都非常匮乏。“传统零售业的仓储物流是批量进、批量出,它们或许将货物由某个大库发货到各城市的仓库,而各城市的仓库也是批量发货到各门店。电子商务的仓储物流则是批量进、单件出,仓储管理方式、进出货流程都完全不一样。”梁凯说。
  不掌握商品的实物流通,是淘宝和亚马逊相比最大的区别,这也给予了五洲在线等淘宝的平台合作伙伴以成长空间。在淘宝上,商品的进销存是由各商家自行完成的,尽管“大淘宝”开放的第一步将为传统企业输出包括了建站、带宽等电子商务的底层技术架构服务,但是对于大量刚开始涉足在线销售的传统企业来说,包括了仓储物流配送等服务、针对电子商务的供应链运营能力,是它们同样亟需的能力。
  而卓越亚马逊正在中国的电子商务市场上进行后台的布局。
  目前卓越亚马逊在北京、苏州和广州都设立了仓库,这3个仓库之间是平行库,而不是如零售业常见的总库和分库的仓储物流模式。在总库—分库的模式里,为了响应某个订单,货物的流转流程通常是由总库发送到分库,再由分库配送到消费者手中。而卓越亚马逊的平行库则可以由任何一个仓库发货,IT系统将自动计算出从哪个库发货的成本更低——强大的IT系统和数据分析能力,是美国亚马逊一直引以为傲的核心能力,现在它也被输送到了位于中国的卓越亚马逊体内,帮助其优化成本控制和精细化运营。
  借助于IT系统的分析,卓越亚马逊现在可以计算出任何一种商品的成本、配送时间、利润率,以及根据卓越亚马逊目前的运营状况可以承受的增长量等情况,或许未来某一天,卓越亚马逊会将这样的商业智能用于对代销商品的分析上。
  在卓越亚马逊的网上商城里,9月新上架的LCD液晶电视已经能在全国160多个城市实现送货上门、货到付款,这也意味着,在电子商务的配送和资金回笼环节,卓越亚马逊也正在完善资源整合能力。
  作为中国第一代B2C平台,在过去的10多年中,卓越亚马逊在中国市场的表现并不耀眼,即便被美国亚马逊收购,从销售额和增长速度来看,卓越亚马逊也远不如近几年成立的京东商城和红孩子等后起之秀。但是别忘了,在美国市场上,贝索斯率领的亚马逊同样也经历了漫长的蛰伏期,现在,卓越亚马逊正在复制母公司亚马逊的强大IT系统和供应链整合运营能力,不排除它正处于与淘宝正面交锋的前夜。
  如果说卓越亚马逊有可能成为首先与淘宝短兵相接的对手,那么在其后,淘宝有可能遭遇的对手则是各垂直品类的B2C平台,它们正在完成各垂直品类的资源整合和供应链整合。
  京东商城今年的销售目标是40亿元,相比于去年13.2亿元的销售额,今年新增的销售额比京东商城过去5年销售额的总和还要多,刘强东坦言这给公司后台的运营带来很大的压力,为此,他在物流体系上投入重金以提升供应链的效率。
  淘宝去年的消费电子品类总体销售额是100多亿元,但是这其中包含了水货、二手货等商品的销售额。作为消费电子的专业渠道平台,京东商城正在这个领域分流网购消费者。它以品牌正品、具有亲和力的价格吸引消费者,而对于品牌供应商来说,刘强东认为京东商城供应链的效率可以为上游供应商带来价值,而提升效率的关键,则是打造高效的物流平台。
  尽管在未来的几年内京东商城都将专注于消费电子、3C产品的销售,但是刘强东现在也开始尝试百货品类的产品线。目前京东商城的百货类商品占整体销售额不到2%,但这是京东商城拓展综合品类销售的初步尝试。大胆设想一下,如果未来有一天京东商城将其供应链运营能力开放给传统企业,这对于淘宝来说也是潜在的竞争。
  不仅仅是京东商城。B2C平台们都有可能从消费者和供应商层面分流淘宝的上下游。麦考林已然有成熟的家居、服装等品类的供应链体系;红孩子则擅长于母婴用品、化妆品、日用百货等垂直品类的运营;而VANCL,今后有可能成为大量服装品牌的代销平台……这些都将对淘宝的垂直类目运营造成冲击。



来自互联网的威胁
  8月中旬,厦门斯波帝卡公司总裁吴诗辉来到北京参加百度技术创新大会的电子商务论坛。作为淘宝商城最大的男装卖家,斯波帝卡在百度有啊筹备之初就受邀参加内测。
  这一年多来,百度有啊并没有为斯波帝卡贡献太多的销售额,这家曾经令淘宝如临大敌的第三方交易平台,似乎还在寻找未来的方向,而其网站上还没有去掉“Beta”的Logo。
  早在百度有啊筹备之初,淘宝内部就处于高度戒备状态。当时对百度有啊的猜测为两种:一种是建立平台,一种是建立联盟,两者都是倒流量,区别就在于一个是相当于自己开商场招商,另外一个则没有平台,搞加盟。
 具体而言,前一种是像淘宝一样搭建一个互联网零售的交易平台;后一种则是建立一个商业联盟,百度仍然扮演流量分发器的角色,即所有商家建立自己的独立网站,或者百度帮助广大的中小企业建立独立网站,百度作为组织者建立一个商业联盟,提供一个独立的商品搜索页面。当消费者在百度进行商品搜索的时候,百度会把搜索的结果导向这些联盟成员,作为竞价排名的一个延伸。
  有啊的亮相令淘宝大大地松了一口气,百度选择了前者,而淘宝则异常紧张后者。事实上,建立一个互联网交易平台并不那么容易,淘宝花了5年多的时间进行电子商务基础设施服务的建设。就在9月底,在淘宝宣布要做云计算不久后,阿里巴巴斥资5.4亿元收购中国万网,看起来,淘宝已经开始筹备给中小企业提供“水、电、煤”一样的互联网基础服务。
  就在吴诗辉参加的百度创新大会上,百度有啊宣布的“凤鸣”计划再次令淘宝紧张。“有啊”将引入一批有自主品牌和独立网店、运营良好、能够提供优质服务和售后保障的企业类商户,百度表示“入驻后,商户在有啊的旗舰店将与自有的独立网店库存同步,而百度将调集旗下的品牌专区、推广服务等营销资源,帮助商户实现品牌和销量的双丰收。”说得更直白一点,有啊将可能再次尝试“流量分发器”的角色。
  其实斯波帝卡的主渠道仍然在淘宝上,但是和他同样的许多B2C卖家仍然认为百度是个不容忽视的平台。珂兰钻石网总裁郭峰也被百度有啊所邀请,尽管目前的淘宝更为活跃,但是郭峰认为,整个百度的大平台覆盖了更为精准的搜索人群,有啊是百度的一个衍生品,今后有啊和淘宝之间的竞争,其实是百度系和阿里巴巴系的竞争。
  是的,在国内市场上,阿里巴巴系和百度系,无论从电子商务切入还是从搜索引擎切入,他们争夺的其实是中小企业客户。对于中国广大的中小企业用户来说,它们做生意的迫切需求在于两方面,一是市场推广;二是销售。而百度和淘宝则从不同的角度满足了它们的需求。如今,这两大派系在互联网领域正在成为势均力敌的对手。
  不得不提的还有来自于腾讯的威胁。尽管腾讯旗下的拍拍市场占有率并不高,但是高达7亿用户基数的QQ,仍然不能让淘宝放松警惕。
  就在8月初,腾讯推出了QQ返利,即QQ注册用户通过QQ返利到第三方网站购物后,可获得回扣,这是QQ首次向外输出用户和批发流量,业界认为,腾讯期望通过QQ返利,占领B2C领域的制高点。虽然腾讯的用户群偏年轻,但是他们却代表着中国的未来,他们的消费习惯具有很大的可塑性,以腾讯QQ平台目前的发展趋势,未来还是有可能成为淘宝可怕的对手。■
  
亚马逊和沃尔玛的借鉴
  亚马逊和沃尔玛的开放性策略,代表着电子商务在未来的竞争形势:未来将是一场IT能力和平台的比拼之战。
  许扬帆 李黎/文
  Facebook的CEO扎克伯格说,“Facebook不再是一个.com的网站,而是对外输出的IT系统和平台。”这句话,概括了推行开放的互联网企业的未来方向。亚马逊如此,淘宝也意欲如此。从2006年推出云计算服务以来,近几年亚马逊的股票在华尔街一路上扬,而其老对手eBay则逐现颓势,最终二者的股价走向形成鲜明的分岔。
  相比于其他的电子商务平台,亚马逊通过云计算服务拥有一批特殊的客户,它们不是基于互联网交易平台的商品买家与卖家,而是那些想通过互联网从亚马逊租赁计算能力。
  亚马逊的创始人贝索斯一直认为,亚马逊已经在自己内部建立了庞大的IT基础设施,包括数目庞大的服务器群,存储能力等。既然自己的IT能力如此之强,那么亚马逊除了在满足自己平台的交易业务之外,也可以其他企业输出这种基础设施与计算能力,从而成为其他公司开展互联网业务的孵化器。
  除此之外,亚马逊强大的后台交付能力也开放给了要开展在线销售、却对此毫无经验的传统企业们。比如全美第二大零售商Target就将电子商务的全套流程——从建立网站到后台物流、订单处理、交付等全部外包给亚马逊,这项名为“Powered by Amazon”的业务,其实是亚马逊开放云计算服务的进阶,它为亚马逊开启了更高的利润空间。
  尽管目前的淘宝是一家纯粹的互联网交易平台,但是“大淘宝”战略的本质,同样是向外输出IT能力和平台,目前淘宝正在进行IT基础设施的布局在已经拥有的1万多台服务器上,这是阿里巴巴公司上市之后,向互联网基础服务领域拓展的最大动作。在电子商务市场上,淘宝以自己的方式对亚马逊亦步亦趋,而放眼互联网企业之外,全球最大零售企业沃尔玛同样在对外输出IT能力和平台。这将是推行开放的企业们未来的竞争焦点。


输出IT能力
  淘宝今年的营业收入目标是15亿元人民币,这些收入的大部分来自于广告收入。据亚马逊2008年的年报,其营业收入由高到低为:按比例交易提成、在线服务、联名信用卡、交付服务、杂货市场服务、诸如在线广告在内的促销和市场推广服务等,这一业务结构,正好和淘宝相反。
  在亚马逊向外输出的云计算服务里,分为3层架构:底层是名为在线服务的基础应用,即向用户提供带宽、服务器、存储等基础应用,这这一服务才推出2年,就已经成为亚马逊仅次于在线产品销售之后的第二大主营业务。
  在线服务之上是在线交易平台服务,这类服务包括了帮助企业用户建立电子商务网站、交易流程、订单管理、商品上架、搜索、评价等体系。尽管目前在线服务吸引了大量用户,但是近年来用户的需求呈上升趋势。
  最高层级的是交付类的服务,包括了亚马逊提供的模块化的订单处理、仓储物流等服务。在线服务业务推出之后,亚马逊的开放行动不断深化,从基础IT设施,延伸到了整个电子商务环节,目前亚马逊已经向第三方开放其完整的销售程序,其中包括存储和实施两大部分,而实施部分,又包含了实施,客户服务,库存管理,征税服务支付服务,第三方认证服务等等,这是一个非常完整的电子商务服务流程。目前,亚马逊交付服务已经发展成为第四大业务单元。
  通过开放,亚马逊本身的客户结构也发生了变化,除了习惯在亚马逊平台上购买商品的普通消费用户之外,亚马逊还引来越来越多的企业级客户:卖家用户和开发者用户。卖家用户主要使用亚马逊的销售前台,利用它的网站或者将流量引导到自己网站来实现销售,亚马逊会向它们收取系统维护费、销售分成和每活跃用户费等3项费用,或者这些费用的组合。而开发者用户则是亚马逊网站服务的主要使用者,它们大多青睐于亚马逊网站成熟的基础架构,使它们能够迅速实现销售。
  亚马逊2008年年报显示,亚马逊每季都会根据其销售数据对下一季的销售情况做预测,在财务报告的诸多风险提示之中,根据上季的销售数据,对下季做预测,预知客户的需求,这成为所有风险之中最为重要的经营风险,“直接影响到亚马逊对于交付中心和库存管理中心的优化结果,也直接影响到亚马逊下季度的成本控制情况。”
  这些销售数据是非常重要的,如果亚马逊不能据此来充分预估消费者需求的变化,则显然会因此而无法成功优化和管理交付中心,这会导致交付中心和库存容量的不足或者过剩。
  由于亚马逊对仓储区域和第三方配送力的严格限制,预测失效会导致库存优化管理的失效,也就直接导致亚马逊的存储区域和运力管理的失效,预测失效也会增加净存储开销,而亚马逊一直严格管理和规划有限的第三方直运商(Dropshipping partner)对其交付中心对接,而误判会对销售情况产生连锁性的误差,由此导致它们不能充分配置人员和车辆对接亚马逊的交付中心,或者让交付中心变得更加复杂。
  如果对需求预估不足,就会严重影响亚马逊的交付效率,并进而伤害其客户体验。而亚马逊的这些数据,对卖家用户和开发者用户预估市场也同样的重要。
  这种数据分享的模式,在传统零售中也经常能够见到。无论是线上销售还是线下零售业,数据开放令其成为一个真正开放的平台。
  开放性平台
  如果说亚马逊在互联网上通过开放输出IT系统和平台,那么线下的实体零售企业沃尔玛,同样是通过向外输出IT系统和平台,成为一个开放性平台。
  零售连线是沃尔玛独立开发的一个数据系统,自1991年开始向供应商开放,如今功能已经非常强大。数据库里有沃尔玛最近两年中每家门市店每小时每项商品的销售记录。沃尔玛的这个系统非常先进——供应商只能看到自家产品的销售情况——沃尔玛要求供应商进行一些基础分析,鼓励它们弄清楚自己的商品在何时、何地以及因何原因卖得好还是不好。就算是小型供应商,从零售连线数据库取得的资料也十分详尽和复杂。所以现在沃尔玛成立了专门部门,指导供应商如何通过数据进行分析。
  在数据开发的基础上,沃尔玛和合作伙伴形成了新的合作模式,这令沃尔玛运营成本更低,但是效率更高。
  在美国和欧洲,沃尔玛与宝洁达成了战略合作伙伴关系,宝洁可以帮助沃尔玛来进行库存管理,并实现不间断补货,以提升供应链效率。
  为了与沃尔玛的协同,宝洁的品类经理经常会被沃尔玛请去培训其他供应商的销售经理,教他们如何利用零售连线数据进行分析。在沃尔玛,供应商会成立一个特定的部门,叫“沃尔玛小分队”,它们的工作就是:监控数据,分析某些东西为何卖得好或者卖得不好,研究如何才能卖得更好。除此之外,沃尔玛在各个品类中都要指定“品类小队长”,这个角色通常供应商担当。
  沃尔玛做这件事很容易理解,它以将多数品类的货架管理开放给更专业的供应商——这家供应商是该品类里的知名品牌或者数一数二的领先企业,它们对该品类消费者的理解远远超过了沃尔玛,后者只需开放该品类所有商品的零售数据给品类小队长,不用多付出一分钱,沃尔玛就能拿到消费品营销领域的深度分析和创新意见,连分析公司和咨询公司的费用都省了。
  而宝洁则是洗护用品品类的小队长,宝洁承担这个角色当之无愧。通过与沃尔玛互联互通的IT系统,宝洁除了提供沃尔玛进行洗护用品的上架建议,还能根据缺货的货架进行快速补货。
  沃尔玛通过开放性的平台,将一些功能外包出去,比如零售数据分析、货架管理等,从而以低成本却高效率的方式运营。互联网和IT技术为沃尔玛的开放性平台提供了技术引擎,而其强大的客户抓获能力——遍布全球数千家的购物中心,像一个引力巨大的磁场,将供应商组织在自己周围,以市场引力和数据能力等非资本的方式,获得供应商的资源。
  类似的模式也在亚马逊上演。目前,产品销售作为亚马逊最大的收入增长点,品类的扩张已经成为最主要的动力。而亚马逊的战略合作伙伴——卖家用户,则在此时成为了亚马逊的“品类舰长”和“品类顾问”,卖家用户们和亚马逊一起参与新产品的开发对于亚马逊而言显然是明智之举,因为目前亚马逊已经拥有了100多个品类和几万个商品,因此不可能熟悉各个品类的目标消费者、品类的组合和发展趋势。而专业销售的卖家用户则刚好有这方面优势,除了自家商品外,它们也熟悉整个品类的情况,可以帮助亚马逊把整个品类做大。
  而对于开放的淘宝来说,这类的开放也具有借鉴意义。不妨大胆设想,当淘宝商城的各品类垂直B2C平台已经完成资源整合,淘宝或许将开放货架给专业的“品类舰长”,委托其运营垂直的B2C平台,从而提升淘宝整体的销量。






Thursday, September 24, 2009

Rescue Wireless Connections from Dispearance

Vista is a great OS.. Nuh!

My Wireless Connection List showed empty before I had to
My Computer -> right click -> Manage -> Services and Application -> Services
Find Extensible Authentication Protocol and start it;
Find Wired AutoConfig and start it;
Find Wireless AutoConfig and start it;

Wireless connections appears again and now I am connected to write this blog down.

Friday, September 18, 2009

Would India win over China? Nuh, the question should be if India would catch up on China.

People are proud of their own egos. No intention to insult, India has an over-developed democratic systems but under-developed economic system. What is the worst is their people are proud of it.

Is a democratic political system really coupled with your economic development that, of a good intention, should lead to only success? When Industrial Revolution took place in Britain, surely Queen Vitoria wasn't part of any sort of congress. Look around the majority developed economic power houses in the world today, which of them had a congressional system when they grabbed their first bucket of gold. Even a small country like Belgium was exploiting Rwanda for coffee beans back then. Were they democratic? Instead, their political structure gradually shifted to a commonly-accepted public voting system - democratic system only after enough wealth was accumulated speedily to lead their economy to a leapfrog.

Infrustracture is key to wealth accumulation. A good saying even express "want to be rich, build your roads first". Wherever British emperial army reached for colonisation, they built railways to transport their robbed resources. Indirectly, the legacy was left in place after they retreated years after. Similarly, the U.S. built their cross-continent railway system from the East coast to the West thanks to British capital. Furthermore, during the post WII national highway system was put in place like spider nets.

So, how's Indian infrastructure compared to their close counterpart and psychological rival, China? The answer is quite obvious but the implication is profound. No roads, no logistics, no wealth.

An over-developed democratic system in a under-developed economy will stall the advancement of public infrastructure projects. Where do those projects get built on? Public land, farming land, either government-owned or private held, you need to get permission from the owners before seizing it for infrastructure use. Because everyone has rights, rights to ask more and more and more for land compensation with voices backed by political oppositions, a government like India will not take the land with ease. Plus people who are responsible for the project getting pressure from their political backers for the fear of losing votes in the next election, thanks God now, your infrastructure projects are stalled.

Tuesday, September 15, 2009

Quickly remove startup services in your windows

I know this is naive, but I tend to forget the command ever now and then. Furthermore, to disable services in your Windows Services manual, instead of navigating via Control Panel -> Admin Tools, you can just type services.msc in the Run prompt.

Monday, September 7, 2009

Comments made to Izico Chang's post from China Networking Group at LinkedIn

Original post can be found here.


Good points, Izico.
However, the industrial revolution in England, deemed the first in the world, wasn't as smooth as some may have thought. It eventually succeeded and most importantly not as bloodshed as French one. But it can hardly be called smooth as peasants lost their land and "forced" to move to the cities. My view on China's reform is more towards they kinda follow England's footpath, strong central governance (for god sake, England back then wasn't a democracy) from the top (minority groups), large degree of urbanization, farming land seizure for industrial uses, inequity etc. One thing China hasn't exercised and I highly doubt it will like other pioneers in the reform for growth field is government-backed, commercially funded, foreign armed robbery, i.e. military colonization. Surely in recent years China has been forming a large presence in Africa but by all mean so far the initiative is through military practices. Similar examples can be found by Japanese and Korean farmers supported by their government to settle in Brazil and a few other central/south American nations in the late 60s. The settlements are for mutual gains between involved countries.

Saturday, September 5, 2009

周鸿一谈创业 不要被成功企业的故事所迷惑

对于想创业的人,我对他们的提醒是:不要被成功企业所编写的创业故事所迷惑,因为那里讲的都是一个企业成长过程中过五关斩六将的最精彩的部分。作为创业者,有5个很基本的做事方法你必须遵循。
我鼓励大家创业,但鼓励大家创业不等于盲目创业。对于想创业的人,我对他们的提醒是:不要被成功企业所编写的创业故事所迷惑,因为那里讲的都是 一个企业成长过程中过五关斩六将的最精彩的部分。你要用自己的头脑去思考,去学习。作为创业者,有5个很基本的做事方法必须遵循:
第一,一定要有激情和理念,你才能感染自己和其他人。在最困难的时候,在所有人绝望的时候,你要感染你的客户,感染你的员工,感染你的合作伙伴……你要感染所有人!
第二,要专注。别说小公司,大公司多元化也有失败的例子,小公司更应该抓准一个点把它做深、做透。这样才能积累所有的资源。小公司到处试验,会让你的企业耗尽很多资源。专注就是有所不为才能有所为,这点非常重要。
3721坚持了6年,一直坚持做中文上网、中文搜索,我就做这一件事情;Google也是很专注,有了一定的积累以后才能横向扩展。很多创业者 都栽在不够专注上,是因为他自己脑子里面没有想清楚,今天在这儿打一口井,明天在那儿打一口井,最后哪儿也没有挖出水,地面上只是留下了许多坑而已。你5 个指头都叉开和一个拳头是不一样的,专注就是你把所有的资源都凝聚在一个点上。
第三是执行力,很多创业者很容易在这里摔跟头。我见过很多人夸夸其谈,估计他们创业,至少第一次肯定都不会成功,因为我觉得真正的创业者要少说多做,要把自己美妙的想法努力转化成结果。
创业者做事情着眼点要低,要现实。很多创业者去见风险投资人的时候,说起自己的事业都说得云山雾罩的,其实这样会让风险投资人根本不明白你在说什么。你只要踏踏实实地说你想做什么,这个东西能解决什么问题就可以了
想法只是一个开头的方式,是不值钱的。我们坐在这儿,一个小时可以天马行空,弄出几十个想法来,脑子稍微一转,你的思想已经在宇宙走了好几个来 回了——行动的成本才是最高的,对创业者来讲要看自己是不是有这种经验和执行力。同样的想法两个人同样做,谁的执行力更强,谁的经验更丰富,谁就更容易成 功。
第四,创业者还要有一种胸怀,就是所谓与时俱进的学习能力。我看到很多人创业不成功就是因为他们太自负,不能从成功人士那里学到一些优点,听不 进好的建议。很多创业者没有经验,没有经验不可怕,问题是你有没有谦虚、开放学习的心态,使你不能与时俱进。很多创业者会陷入一个死循环,他们通常认为自 己看得准,才是出手的前提;积累经验越多,才能越看越准。但你没经验,又怎么可能看准?
解决这个问题有办法,时机不成熟,就不创业,先给别人打工。把公司让我做的事情做好,提高自己的能力,逐步就知道创业的方向了。我不赞成年轻人 刚毕业就创业,我认为他们还是应该在公司里踏踏实实干五六年,虽然是打工,实际上是公司在给你“缴”学费,你在不同的平台通过积累经验,这是任何老板剥夺 不走的,只有积累这种经验,你的创业能力才更高,才更有把握。我在方正工作时,从来没有觉得自己是打工,我一直认为自己是在创业,因为我觉得是在积累自己 的能力,积累自己的资源。客观上,我对方正还是作了很多贡献。我到雅虎还是一种创业的心态,我把雅虎的文化改成创业的文化,因此雅虎中国在2004年取得 了很好的业绩。保持良好的心态,这是你创业成功的前提。
第五,不要盲目去模仿和抄袭大公司的做法。比如,很多人在新浪、搜狐做过,他出来就会不自觉按照大公司的做法建立一些规范制度等,但大公司为了 稳妥,一般都比较慢。大公司为这个“慢”付得起代价,小公司不能用大公司的这种做事方法。我讲过大象和兔子的故事:大象和骆驼3天不吃也没事,但是新创业 的公司像小兔子一样,每一步都要跑得快,要到处找食。本来就是个兔子,却以为自己是个大象,用大象的心态做事,在狼面前慢慢踱步,最后就会被狼吃掉。创业 意味着你要有创业的做事方式。
如果你跟大公司做一样的事,他的实力很强,跟他比是没有优势的。因此,如果把整个产业画成一张地图,你可以看哪些领域被谁占了,谁有什么优势。 你应该找一个不在这张地图上的事情去做。比如说,前几年大家都不重视的搜索,现在就做起来了。创业公司应该踏踏实实把自己的事做好,不要在自己很小的时候 就想要通吃,要颠覆,要灭掉谁,这是没有意义的。小公司要学会跟大公司合作,要学会广交朋友,在这个产业链跟别人合作,会使自己成功得更快一些。

 作者简介:
周鸿一:1970年10月生于湖北,1995年毕业于西安交大管理学院系统工程系,获硕士学位。曾就职方正集团,先后任研发中心副主任、事业部 总经理等职。1998年10月,创建3721公司。2003年3721被雅虎收购,2004年3月出任雅虎中国总裁。2005年7月6日,宣布将于8月 31日正式辞去雅虎中国总裁一职。9月1日,他将以投资合伙人的身份正式加盟IDGVC(国际数据集团风险投资基金)。

What a smart trick to allow access










How creative!

Friday, September 4, 2009

Why Bring Traditional Business Online

Being online, meaning your IT engineering capacity becomes your core competency. In most cases, bringing a traditional business on line can enjoy the following benefits:

  • IT is about systems, processes and innovations. Streamlining and optimising systems and processes can greatly reduce operational (human and timing) cost (人力和时间成本);
  • Provide availability of your service to your customers in 24-7 schedule and hence reduce the timing cost of your customers;
  • Provide great transparency about your services and products. As a result, customers know what they are buying and how much they cost indeed.
  • By implementing a suitable SNS strategy, great interactability can be provisioned between you and your customers, between customers and other customers. Businesses are likely to enjoy reduced marketing cost but increased brand recognisation and market penetration.

何为败

棋经上说:善胜敌者不争,善阵者不战。善战者不败,善败者不乱。胜利是怎么得来的,或者说通过什么方式可以得到胜利呢?答案就是不断的却尝试,不断的经历失败,借用鲁讯的名言来比喻就是:人生本来无所谓成功,失败得多了,就成功了。

小败而取大胜,小败不伤筋骨却积累经验. 大败则伤筋骨动,会让人一蹶不振,一败再败,一败涂地. 败不应求,却更不可畏. 只有一步一个脚印,不断尝试,小步勤动,才能保证以小败而积日后之大胜.

Thursday, September 3, 2009

What 郑南雁 say about his 七天酒店

从IT白领到经济型酒店老总,7天连锁CEO. 1991年从广州中山大学计算机系毕业后,郑南雁进入广东省经贸委计算中心工作。工作一年半后他便辞职了,与朋友一起创办了劳业电脑软件公司,随后又加盟了正处于创业期的携程网.


郑南雁常称,这些IT行业出身的人,都不怎么按理出牌。而在市场竞争中,推崇道家思想的郑南雁不按理出牌却常常让对手一招毙命。


面对低入住率怎么办,很多经济型酒店可能首先会想到加大市场营销,而郑南雁却决定先组建得力的团队,于是他网罗了一批人才加盟7天,其中不少高管都不是酒店管理科班出身。也正是这样一个团队,让7天连锁短短时间便迅猛发展。


“到目前为止,7天连锁酒店目前的核心管理团队中,几乎有1/3来自IT业,真正从事过酒店管理的员工更是寥寥无几。”郑南雁称,在业内人士眼中看来,这在任何一家酒店,都几乎是件不可思议的事,但他做到了,并且做成功了。郑南雁解释说,和传统酒店不同,经济型酒店在管理方式上更需要连锁业和市场营销方面的人才,所以在人力、品牌、营销、管理几块我们大都启用了非酒店业人才,就像制作奔驰的人不一定能设计好经济型的QQ车一样。


他还有更不可思议的做法,7天连锁酒店在全国很多分店里都不设财务人员。他称如果一两个店出问题,顶多几万块钱的事情,但是要每个店都安排财务人员,至少要多花好几百万。


郑南雁追求自由“不安分”个性,也呈现在他于7天连锁酒店管理上。他提倡以放为主管为辅的员工管理理念。7天连锁酒店权力更集中在一线。每个分店的店长只需要对自己负责,每家店都靠自觉运行。每位店长都有充分的权利,可以自主调配各种资源,总部设置的各个部门,都是为一线店长服务的,他们遇到什么问题,就可直接找相关部门解决;同时,公司会通过业务、收益、销售、人力资源四条线来约束和管理店长,前期这四条线非常强势,但后期权力会不断减少。所有区域的店长可以自主选择一个执政官,类似于区域总监,但不是公司任命,而是6个月由员工选一次,如果做得不好,到时大家可以重新选。


“企业领导对企业决策有比较重要的作用,但太把领导当回事了,反而会阻碍企业发展。”郑南雁称,他刻意弱化自己的权力,因为权力小了,错误就更容易被修正。


“实际上我们除了扩大规模外,更重要是提升酒店服务质量。”郑南雁称,“2009年我们将投入重金改造酒店的产品,在保持价格有竞争力的前提下,全面提升产品品质,如提供营养搭配早餐、专业消毒封包毛巾等,将品质打造成7天的核心竞争力。”


“我们进入武汉不到三年时间,7天武汉分店已经超过20家了,扩张还是比较快的。”郑南雁称,他来武汉次数不多,武汉地理和交通优势明显,他很看重武汉市场。







Wednesday, September 2, 2009

Systems, Processes and Innovations -- Entrepreneour's best weaponry

IT思路强调系统、流程,更强调创新.


A entrepreneour with typical IT mentality has strong focus on Systems, Processes and more on Innovations. IMHO, Systems, Processes and Innovations are the three key success factors for any enterprise (small to medium) that goes through a lifecycle from survival to thriving. 

  • Systems implements your core competencies;
  • Processes enables you to scale;
  • Innovations gives you an edge that your competitors have no choice but rush up to catch you up; And most importantly, when they rush, they often make mistakes, sometimes vital mistakes.
However, one setback of such an entrepreneour is the likelihood of lacking people focus or at least being accused of. After all, a shift between hardcore on paper (systems, processes and innovations) and softcore on people can be a sharp curve. Even though science and art do mix, finding and tweaking yourself towards a sustainable balance can be a daunting challenge. 

My suggestion here to how one can be people focused. In your business, stakeholders are people, so among a list of stakeholders, find one stakeholder group to be your value focus then center other stakeholders(people) around this value focus. A profitable company is about their customers (customers are your cash god) and hence customers can be your ideal choice of this centered stakeholder. When you make a decision or going through a thought process that are likely impact on people, think about how it would impact on your centered stakeholder, adjust the process to maxmise positive impacts and minimise the negatives.  From there, gradually an IT-minded entreprenenous becomes also people focused. 

Saturday, August 29, 2009

Why ownning an investment bank isn't a day dream - Part 1

Because it is a night dream,...Nuh!.

What is an investment bank? First it is a company doing business in the financial industry. Secondly, most long lasting prestigious IBs started with something at beginning, usually something humble. After years of endeavour and "good luck" (well good luck only follows prepared mind though), it finally growed to be what they are today.

Three keys phases here,
    Company in the right industry
    Starting with the right thing with a long vision
    Time endured to successfully implementing your vision


So what is a company? Company isn't about what you do, rather it is about who you have and how the right people (whom you have) do the right things right. In other words, company is about people, processes and standards.

    People make things happen
    Process ensure doing right things right
    Standards make your business scale

Thursday, August 27, 2009

Chain of findings

Was reading quarterly corporate earning reports on AFR (Australia Financial Review) this morning,grabbed a seemingly familiar word - EPS, Earning Per Share. To get a reasonable understanding of the term, I wikied it up, then captured a chain of glossaries that are often-used but don't-really-understand.


EPS --> Net Income --> Minority Interest --> Outstanding Shares --> Enterprise Value --> Preferred Stock


My grasp of each word today:

EPS = (Net Income - Dividends to Preferred Stockholders)/Average Outstanding Shares for the year
Net Income is often referred as Profit in UK
Minority Interest refers to ownership of a company (subsidiary) that is less than 50% of outstanding shares.
Outstanding Shares are common shares
Enterprise value = common equity at equity value + debt at market value + minority interest at market value, if any - associate company at market value, if any[citation needed] + preferred equity at market value - cash and cash-equivalents.
Preferred Stocks hold no voting rights but get dividend paid before common stock holders. Such stock holders will be paid out before common stock holders but after debt holders in a company's bankruptcy.


This is a really good exercise I should do often to get myself familiar with terminologies from different areas. Doesn't need long, 15 concentrated mins every morning should do.

Tuesday, August 25, 2009

HP大中华区总裁孙振耀撰文谈退休并畅谈人生

我有个有趣的观察,外企公司多的是25-35岁的白领,40岁以上的员工很少,二三十岁的外企员工是意气风发的,但外企公司40岁附近的经理人是很尴尬的。我见过的40岁附近的外企经理人大多在一直跳槽,最后大多跳到民企,比方说,唐骏。外企员工的成功很大程度上是公司的成功,并非个人的成功,西门子的确比国美大,但并不代表西门子中国经理比国美的老板强,甚至可以说差得很远。而进外企的人往往并不能很早理解这一点,把自己的成功90%归功于自己的能力,实际上,外企公司随便换个中国区总经理并不会给业绩带来什么了不起的影响。好了问题来了,当这些经理人40多岁了,他们的薪资要求变得很高,而他们的才能其实又不是那么出众,作为外企公司的老板,你会怎么选择?有的是只要不高薪水的,要出位的精明强干精力冲沛的年轻人,有的是,为什么还要用你?
  从上面这个例子,其实可以看到我们的工作轨迹,二三十岁的时候,生活的压力还比较小,身体还比较好,上面的父母身体还好,下面又没有孩子,不用还房贷,也没有孩子要上大学,当个外企小白领还是很光鲜的,挣得不多也够花了。但是人终归要结婚生子,终归会老,到了40岁,父母老了,要看病要吃药,要有人看护,自己要还房贷,要过基本体面的生活,要养小孩……那个时候需要挣多少钱才够花才重要。所以,看待工作,眼光要放远一点,一时的谁高谁低并不能说明什么。
  从这个角度上来说,我不太赞成过于关注第一份工作的薪水,更没有必要攀比第一份工作的薪水,这在刚刚出校园的学生中间是很常见的。正常人大概要工作35年,这好比是一场马拉松比赛,和真正的马拉松比赛不同的是,这次比赛没有职业选手,每个人都只有一次机会。要知到,有很多人甚至坚持不到终点,大多数人最后是走到终点的,只有少数人是跑过终点的,因此在刚开始的时候,去抢领先的位置并没有太大的意义。刚进社会的时候如果进500强公司,大概能拿到3k-6k/月的工资,有些特别技术的人才可能可以到8k/月,可问题是,5年以后拿多少?估计5k- 10k了不起了。起点虽然高,但增幅有限,而且,后面的年轻人追赶的压力越来越大。
  我前两天问我的一个销售,你会的这些东西一个新人2年就都学会了,但新人所要求的薪水却只是你的一半,到时候,你怎么办?
  职业生涯就像一场体育比赛,有初赛、复赛、决赛。初赛的时候大家都刚刚进社会,大多数都是实力一般的人,这时候努力一点认真一点很快就能让人脱颖而出,于是有的人二十多岁做了经理,有的人迟些也终于赢得了初赛,三十多岁成了经理。然后是复赛,能参加复赛的都是赢得初赛的,每个人都有些能耐,在聪明才智上都不成问题,这个时候再想要胜出就不那么容易了,单靠一点点努力和认真还不够,要有很强的坚忍精神,要懂得靠团队的力量,要懂得收服人心,要有长远的眼光……
  看上去赢得复赛并不容易,但,还不是那么难。因为这个世界的规律就是给人一点成功的同时让人骄傲自满,刚刚赢得初赛的人往往不知道自己赢得的仅仅是初赛,有了一点小小的成绩大多数人都会骄傲自满起来,认为自己已经懂得了全部,不需要再努力再学习了,他们会认为之所以不能再进一步已经不是自己的原因了。虽然他们仍然不好对付,但是他们没有耐性,没有容人的度量,更没有清晰长远的目光。就像一只愤怒的斗牛,虽然猛烈,最终是会败的,而赢得复赛的人则象斗牛士一样,不急不躁,跟随着自己的节拍,慢慢耗尽对手的耐心和体力。赢得了复赛以后,大约已经是一位很了不起的职业经理人了,当上了中小公司的总经理,大公司的副总经理,主管着每年几千万乃至几亿的生意。
  最终的决赛来了,说实话我自己都还没有赢得决赛,因此对于决赛的决胜因素也只能凭自己的猜测而已,这个时候的输赢或许就像武侠小说里写得那样,大家都是高手,只能等待对方犯错了,要想轻易击败对手是不可能的,除了使上浑身解数,还需要一点运气和时间。世界的规律依然发挥着作用,赢得复赛的人已经不只是骄傲自满了,他们往往刚愎自用,听不进去别人的话,有些人的脾气变得暴躁,心情变得浮躁,身体变得糟糕,他们最大的敌人就是他们自己,在决赛中要做的只是不被自己击败,等着别人被自己击败。这和体育比赛是一样的,最后高手之间的比赛,就看谁失误少谁就赢得了决赛。

你工作快乐么?你的工作好么?
  有没有觉得干了一段时间以后工作很不开心?有没有觉得自己入错了行?有没有觉得自己没有得到应有的待遇?有没有觉得工作像一团乱麻每天上班都是一种痛苦?有没有很想换个工作?有没有觉得其实现在的公司并没有当初想象得那么好?有没有觉得这份工作是当初因为生存压力而找的,实在不适合自己?你从工作中得到你想要得到的了么?你每天开心么?
  天涯上愤怒的人很多,你有没有想过,你为什么不快乐?你为什么愤怒?
  其实,你不快乐的根源,是因为你不知道要什么!你不知道要什么,所以你不知道去追求什么,你不知道追求什么,所以你什么也得不到。
  我总觉得,职业生涯首先要关注的是自己,自己想要什么?大多数人大概没想过这个问题,唯一的想法只是——我想要一份工作,我想要一份不错的薪水,我知道所有人对于薪水的渴望,可是,你想每隔几年重来一次找工作的过程么?你想每年都在这种对于工作和薪水的焦急不安中度过么?不想的话,就好好想清楚。饮鸩止渴,不能因为口渴就拼命喝毒药。越是焦急,越是觉得自己需要一份工作,越饥不择食,越想不清楚,越容易失败,你的经历越来越差,下一份工作的人看着你的简历就皱眉头。于是你越喝越渴,越渴越喝,陷入恶性循环。最终只能哀叹世事不公或者生不逢时,只能到天涯上来发泄一把,在失败者的共鸣当中寻求一点心理平衡罢了。大多数人都有生存压力,我也是,有生存压力就会有很多焦虑,积极的人会从焦虑中得到动力,而消极的人则会因为焦虑而迷失方向。所有人都必须在压力下做出选择,这就是世道,你喜欢也罢不喜欢也罢。
  一般我们处理的事情分为重要的事情和紧急的事情,如果不做重要的事情就会常常去做紧急的事情。比如锻炼身体保持健康是重要的事情,而看病则是紧急的事情。如果不锻炼身体保持健康,就会常常为了病痛烦恼。又比如防火是重要的事情,而救火是紧急的事情,如果不注意防火,就要常常救火。找工作也是如此,想好自己究竟要什么是重要的事情,找工作是紧急的事情,如果不想好,就会常常要找工作。往往紧急的事情给人的压力比较大,迫使人们去赶紧做,相对来说重要的事情反而没有那么大的压力,大多数人做事情都是以压力为导向的,压力之下,总觉得非要先做紧急的事情,结果就是永远到处救火,永远没有停歇的时候。(很多人的工作也像是救火队一样忙碌痛苦,也是因为工作中没有做好重要的事情。)那些说自己活在水深火热为了生存顾不上那么多的朋友,今天找工作困难是当初你们没有做重要的事情,是结果不是原因。如果今天你们还是因为急于要找一份工作而不去思考,那么或许将来要继续承受痛苦找工作的结果。
  我始终觉得我要说的话题,沉重了点,需要很多思考,远比唐笑打武警的话题来的枯燥乏味,但是,天下没有轻松的成功,成功,要付代价。请先忘记一切的生存压力,想想这辈子你最想要的是什么?所以,最要紧的事情,先想好自己想要什么。

什么是好工作
  当初微软有个唐骏,很多大学里的年轻人觉得这才是他们向往的职业生涯,我在清华bbs里发的帖子被这些学子们所不屑,那个时候学生们只想出国或者去外企,不过如今看来,我还是对的,唐骏去了盛大,陈天桥创立的盛大,一家民营公司。一个高学历的海归在500强的公司里拿高薪水,这大约是很多年轻人的梦想,问题是,每年毕业的大学生都在做这个梦,好的职位却只有500个。
  人都是要面子的,也是喜欢攀比的,即使在工作上也喜欢攀比,不管那是不是自己想要的。大家认为外企公司很好,可是好在哪里呢?好吧,他们在比较好的写字楼,这是你想要的么?他们出差住比较好的酒店,这是你想要的么?别人会羡慕一份外企公司的工作,这是你想要的么?那一切都是给别人看的,你干吗要活得那么辛苦给别人看?另一方面,他们薪水福利一般,并没有特别了不起,他们的晋升机会比较少,很难做到很高阶的主管,他们虽然厌恶常常加班,却不敢不加班,因为“你不干有得是人干”,大部分情况下会找个台湾人香港人新加坡人来管你,而这些人又往往有些莫名其妙的优越感。你想清楚了么?500强一定好么?找工作究竟是考虑你想要什么,还是考虑别人想看什么?
  我的大学同学们大多数都到美国了,甚至毕业这么多年了,还有人最近到国外去了。出国真的有那么好么?我的大学同学们,大多数还是在博士、博士后、访问学者地挣扎着,至今只有一个正经在一个美国大学里拿到个正式的教职。国内的教授很难当么?我有几个表亲也去了国外了,他们的父母独自在国内,没有人照顾,有好几次人在家里昏倒都没人知道,出国,真的这么光彩么?就像有人说的“很多事情就像看A片,看的人觉得很爽,做的人未必。”
  人总想找到那个最好的,可是,什么是最好的?你觉得是最好的那个,是因为你的确了解,还是因为别人说他是最好的?即使他对于别人是最好的,对于你也一定是最好的么?
  对于自己想要什么,自己要最清楚,别人的意见并不是那么重要。很多人总是常常被别人的意见所影响,亲戚的意见,朋友的意见,同事的意见……问题是,你究竟是要过谁的一生?人的一生不是父母一生的续集,也不是儿女一生的前传,更不是朋友一生的外篇,只有你自己对自己的一生负责,别人无法也负不起这个责任。自己做的决定,至少到最后,自己没什么可后悔。对于大多数正常智力的人来说,所做的决定没有大的对错,无论怎么样的选择,都是可以尝试的。比如你没有考自己上的那个学校,没有入现在这个行业,这辈子就过不下去了?就会很失败?不见得。
  我想,好工作,应该是适合你的工作,具体点说,应该是能给你带来你想要的东西的工作,你或许应该以此来衡量你的工作究竟好不好,而不是拿公司的大小,规模,外企还是国企,是不是有名,是不是上市公司来衡量。小公司,未必不是好公司,赚钱多的工作,也未必是好工作。你还是要先弄清楚你想要什么,如果你不清楚你想要什么,你就永远也不会找到好工作,因为你永远只看到你得不到的东西,你得到的,都是你不想要的。
  可能,最好的,已经在你的身边,只是,你还没有学会珍惜。人们总是盯着得不到的东西,而忽视了那些已经得到的东西。

普通人
  我发现中国人的励志和国外的励志存在非常大的不同,中国的励志比较鼓励人立下大志愿,卧薪尝胆,有朝一日成富成贵。而国外的励志比较鼓励人勇敢面对现实生活,面对普通人的困境,虽然结果也是成富成贵,但起点不一样,相对来说,我觉得后者在操作上更现实,而前者则需要用999个失败者来堆砌一个成功者的故事。
  我们都是普通人,普通人的意思就是,概率这件事是很准的。因此,我们不会买彩票中500万,我们不会成为比尔盖茨或者李嘉诚,我们不会坐飞机掉下来,我们当中很少的人会创业成功,我们之中有30%的人会离婚,我们之中大部分人会活过65岁……
  所以请你在想自己要什么的时候,要得“现实”一点,你说我想要做李嘉诚,抱歉,我帮不上你。成为比尔盖茨或者李嘉诚这种人,是靠命的,看我写的这篇文章绝对不会让你成为他们,即使你成为了他们,也绝对不是我这篇文章的功劳。“王侯将相宁有种乎”但真正当皇帝的只有一个人,王侯将相,人也不多。目标定得高些对于喜欢挑战的人来说有好处,但对于大多数普通人来说,反而比较容易灰心沮丧,很容易就放弃了。
  回过头来说,李嘉诚比你有钱大致50万倍,他比你更快乐么?或许。有没有比你快乐50万倍,一定没有。他比你最多也就快乐一两倍,甚至有可能还不如你快乐。寻找自己想要的东西不是和别人比赛,比谁要得更多更高,比谁的目标更远大。虽然成为李嘉诚这个目标很宏大,但你并不见得会从这个目标以及追求目标的过程当中获得快乐,而且基本上你也做不到。你必须听听你内心的声音,寻找真正能够使你获得快乐的东西,那才是你想要的东西。
  你想要的东西,或者我们把它称之为目标,目标其实并没有高低之分,你不需要因为自己的目标没有别人远大而不好意思,达到自己的目标其实就是成功,成功有大有小,快乐却是一样的。我们追逐成功,其实追逐的是成功带来的快乐,而非成功本身。职业生涯的道路上,我们常常会被攀比的心态蒙住眼睛,忘记了追求的究竟是什么,忘记了是什么能使我们更快乐。
  社会上一夜暴富的新闻很多,这些消息,总会在我们的心里面掀起很多涟漪,涟漪多了就变成惊涛骇浪,心里的惊涛骇浪除了打翻承载你目标的小船,并不会使得你也一夜暴富。“只见贼吃肉,不见贼挨揍。”我们这些普通人既没有当贼的勇气,又缺乏当贼的狠辣绝决,虽然羡慕吃肉,却更害怕挨揍,偶尔看到几个没挨揍的贼就按奈不住,或者心思活动,或者大感不公,真要叫去做贼,却也不敢。
  我还是过普通人的日子,要普通人的快乐,至少,晚上睡得着觉。

My Letter of the Year, 2008

Hi [XXX],

Just wondering if you are going to promise anything during your forthcoming meeting in Shanghai?

Putting myself in your shoes if I were you I would be thinking about the same thing as well that young Stephen would definitely need some help around operation so he can focus on what he appears to do the best. I know this is nothing about trust or good faith in between us as I have consistently exceeded management's expectations (Integration, Woolies, MuleSource, Jira plugin, MacBank, prework on China setup...). However, it is important all [XXX] stakeholders feel comfortable with key members of our China team especially at its incubation and infancy stage.

This email is purely from an open discussion point of view and I know we will have meetings after you are back to straight things up and also talk about what [XXX] wants to achieve if we operate in China and also my personal objectives that I am willing to align to company's future.

Regards
Stephen

Friday, August 21, 2009

想知道创业刚开始时候什么感觉吗 - 当你不再是你

-- 这种难是说不清的一种苦涩。处处碰壁、处处不如意、处处有一些问题发生。屋漏偏遇连阴雨那种感觉 --

一个比较好的解决方法是放低身段(这和放低人格与尊严是两回事), 在事业上我们本来就没有什么,但是如果把我们一步一个脚印把想做的事做好做成功了,我们就会拥有我们当初所梦想的. 做人要低调,这样我们就不会感觉损失什么.做事要高调,这样才能让更多的人了解我们的商业理念,我们的商业模式和我们的商业逻辑.

当你不再是你

Tuesday, July 28, 2009

Chinese Post-80 Population, the saviour of Japanese Economy?



据《日本新华侨报网》 报道,日本有一家广告公司专门研究了中国的“80后”,并将研究成果写成了一本书,这本名为《中国新人类:80后是日本经济的救世主》认为,要掌握中国市场,就必须了解中国的“80后”。

  这本书在分析中国“80后”对日本经济的重要性时称,中国“80后”成为日本经济的救世主的三大原因是:中档价格的日本产品主要是被中国“80 后”消费、中国农村的“80后”具有未来的消费潜力、中国“80后”与日本年轻人的文化酷似。说到两国年轻人文化相似,书中列举了中国80后的四大族:月光族、洗炼族、透明族和饭族。

  该书还认为,要点中中国“80后”的三个“穴位”才能更好的掌握中国市场,这三个“穴位”分别是,中国“80后”既制造平民,又制造英雄;让所有人嫉妒“80后”;别老用机器猫和Hello kitty跟“80后”说事儿.

Saturday, May 30, 2009

Japanese Bring Hot Spring to Home

Japanese remarkable creativity is proven again (to my limited knowledge). We today bought a packs of hotspring powder from a Japanese supermart in Sydney. Sprinkle it in the hot tub, control the tempurature of hot warter between 38 to 42 degree, a Japanese style hotspring is created in my home besides the bathtup is usually much larger than that you would see in most Japan's household.

Thursday, May 21, 2009

So What is SharePoint

My upfront apology for the briefness and unstructureness of this blog. Just thought I could do a blog series on SharePoint that hopefully share some points.

In short, SharePoint isn't merely an application that serves a vertical purpose. Rather it is a service platform where other business applications can be built on. Just as the term "platform" implies there are many OOTB platform features that otherwise would require reinventing the wheel. Seamless integration with Microsoft Outlook is one of the made-ready platform features.

You may have heard different terms that all refer to SharePoint such as WSS3.0(Windows Shared Server) and MOSS2007(Microsoft Office SharePoint Server). I personally use SharePoint as an umbrella code name to refer to the product when talking to clients at business side. Down to the technical level, WSS and MOSS are most likely to be used. MOSS 2007 is built on top of WSS 3.0, which is also built on top of ASP.NET 2.0 and runs in IIS (Internet Information Server).

Microsoft has a reputation being close-sourced and leaving no chance for extention or customisation. This isn't true, at least not for the entire Microsoft Office product suite, SharePoint included (as the name MOSS indicates). Instead of calling plug-ins, they are called add-ons in Microsoft. Just like people can develop custom portlets for Confluence or JIRA, one can develop Web Parts and deploy them to SharePoint. The difference is one is in Java while another .NET. The deployment process even shares some common characters, a XML descriptor file is needed - portlet.xml vs. *.dwp.

IMHO, transiting from Java to .NET requires a paradigm shift even though both lauguages follow OO pinciples. Microsoft isn't Open Sourced meaning at least for things you need you would need a license to legally install before you can start playing around with them. The model of downloading MySQL for free, hitting the ground running for a university student who wants to get a taste of DB programming isn't going to work in Microsoft world. Another frustration I have experienced is Microsoft products' appetite for hardware resources. You need a high-spec computer to run Microsoft goodies.

The world is changing. Sun is going to be bought by Oracle after it failed to sell itself to IBM. The old saying of "Microsoft againt community" in my opinion is no longer true. Microsoft these days engages with community on a broader scale, after all Ray Ozzie is company's chief software architect. CustomWare is an Integration & Collaboration specialist. SharePoint is Microsoft's entry to the arena, let's embrace it and delight our customers.

Wednesday, April 29, 2009

Manager's Blog

Odd as a Java man managing a Microsoft practice, I ask myself and I am sure other people would ask the same question as well, what value on earth does this young guy add to the practice. Well my SharePoint skills and knowledge are still as sharp as my Java and Integration. One must be day-dreaming if I am expected to lead the team technically from day one.

What value do I add to the practice? I work tiredlessly to look for ways and make ways for things to happen at company and practice's best interest.

Thursday, March 12, 2009

First Blog posted from Office 2007

Who says Microsoft can't live with Google? I am posting a blog from Microsoft flagship product Office Word 2007 to my personal blog provided by Blogger owned by Google.