2011/12/30

Five Lessons To Do What You Love...And Succeed


FC Expert Blog

BY FC EXPERT BLOGGER SHAWN PARRTue Dec 27, 2011
This blog is written by a member of our expert blogging community and expresses that expert's views alone.

Entrepreneurs come from all over the world, but most share an innate passion for questioning the constraints of ideology and discipline, and identifying practical solutions to problems by combining ingenuity, resourcefulness, and dogged determination.
You Never Know Where a Good Idea Is Going to Come From.
I'm fascinated by the different types of people I meet in the world and the way their personalities show in what they do. People with passion, energy, ideas, and an unquenchable thirst for life inspire me the most. I’m fueled by their energy, fascinated by their ideas, and inspired by the way they live life to its fullest.
While working with Starbucks, I had the lifelong pleasure of meeting a man with more energy and verve for life than an army of optimists. Richard Tait is filled with passion to constantly push boundaries, explore new frontiers, and voraciously bring new ideas to life. Richard Tait, creator/founder of Cranium, and more recently the sports hydration drink Golazo, is an amazing example of an entrepreneur at heart. I recently spent time kicking a ball around in Seattle with Richard where he shared his entrepreneurial story of chasing the American dream and pursuing what makes him tick.
Start Young and Dream Big.
Richard has been a self-described entrepreneur since he was 4, selling fish door-to-door in his native Scotland. Richard's humor and industrious attitude gave him the perfect entrepreneurial foundation. After coming to the U.S. and studying Business at Dartmouth University, the lights on his American dream began to look a bit dim. He had dreamt of working with Apple, but after being denied several positions on multiple occasions, he settled for working for Microsoft as a Project Manager--this was in 1988, long before the PC or takeover of the Internet. Being at Microsoft for the next 10 years led Tait on an amazing adventure one could never have anticipated. And after an astounding 10-year journey, Tait knew he was ready for his next big thing, he just wasn't sure what that was.
Rainy Days and Passionate Serendipity Lead to Big Ideas.
It was a rainy Seattle day, the perfect reason for a few buddies to challenge their board game skills. After being thrashed in a game of Scrabble, followed by a glorious comeback in Pictionary, Tait sat back and contemplated the whole experience. He was amazed that both games were overwhelmingly dictated by the players whose skills aligned with the game. After realizing that very few board games offered a challenge for a variety of skill sets, he saw an opportunity. He knew that there must be adults and children alike wanting to partake in friendly competition with a variety of skills, where everyone has a chance to shine. From that simple insight, Richard began to sketch out the blueprint for the revolutionary board game Cranium.
At that time the game market was full of negativity, and Tait wanted to create something radically different, an entertainment company full of pizzazz and positivity. He and his partner began building prototypes at night at their local Kinko's, conducting focus groups in peoples' living rooms, and in short order, Cranium was created.
After manufacturing 2,700 games and creating an out-of-the-box distribution relationship, the board games were sold in unusual places such as Amazon, Barnes & Noble and Starbucks, and it worked. If you ask Tait how he got there, he’ll tell you it was by constant ducking, diving, determination, and the power of word-of-mouth. The key to his success is that he never forgot his customers were his sales force, and he approached every aspect of his business with them in mind.
Boredom Can Be a Great Motivator.
Entrepreneurs often find themselves unsatisfied, bored, or wanting more. Fast-forward to 2008 after Cranium’s monumental success and sale, Tait found himself asking what next. As he sat in his office watching Mexico and China battling around the soccer ball at Quest Field, his next big aha moment struck. Inspired by the 60,000 people and the roar of the crowd and drums, he decided to create a passion brand for soccer. Tait started to think about a brand that was all about engaging with the people who embraced soccer the most. 
By talking with soccer players and coaches and watching them during and after games, Tait found that players want a product that energizes them while offering hydration benefits. He also found that they don't like putting unnatural products in their bodies. After watching players at a soccer game mix Red Bull and Gatorade to get their hydration and energy fix, he saw an opportunity--and that's the genesis for Golazo, an all-natural sports energy drink. Golazo, which means "big goal" in Spanish, contains 10 natural ingredients and gives athletes the hydration they need while offering an extra boost of energy they often crave. Tait has big aspirations for Golazo and is on a mission to win the hearts and minds of soccer players everywhere.
Passion and Risk are a Powerful Combination for Success.
Tait has a profound passion to share his entrepreneurial spirit, hoping others will adopt the courage and determination needed that pushes them to take risks others aren't willing to. Tait encourages anyone with the unique opportunity to intersect their personal passion with a professional pursuit, to go for it. Not surprisingly, Tait derives a great deal of inspiration from Steve Jobs. "Why would you be in the Navy when you can be a pirate?" is a philosophy Tait adopted from Jobs and lives throughout every bone in his body. He has been a pirate his whole life; he would rather rebel, pioneer, and try something new. He lives in a community of breaking rules, rather than conforming to them as most entrepreneurs do.
It is with this spirit, a healthy impatience, and a dogged determination that pushes Tait, and other entrepreneurs alike, to take risks that others cannot fathom. Like Tait, we encourage you to take a risk, push boundaries, and make your dreams come true. Pursue your passion with your professional path, and if you get knocked down, get right back up. Be a pirate, not a sailor.

Shawn Parr is the The Guvner & CEO of Bulldog Drummond, an innovation and design consultancy headquartered in San Diego whose clients and partners have included Starbucks, Diageo, Jack in the Box, Adidas, MTV, Nestle, Pinkberry, American Eagle Outfitters, IDEO, Virgin, Disney, Nike, Mattel, Heineken, Annie's Homegrown, The Michael J Fox Foundation for Parkinson's Research, CleanWell, The Honest Kitchen and World Vision. 

Malcolm Gladwell Has No Idea Why "The Tipping Point" Was A Hit



BY KEVIN OHANNESSIANTue Dec 13, 2011
As part of our Leadership Hall of Fame series, we continue our fresh look at The Tipping Point with an interview of author Malcolm Gladwell.
Malcolm GladwellWhat was the impetus for you to write The Tipping Point?
I got interested in the dramatic crime decrease in New York in the mid-1990s. That was right when I moved to the city for the first time. And I was stunned at how New York went from a place that everyone thought of as dangerous to a place that seemed as safe as any major city in the country within the space of such a short time. It made me wonder if there wasn't something that could be learned from that experience that could be applied to other social phenomena.
Why do you think the book was so successful and resonated with the business world?
I have no idea! When I wrote it, my only real hope was that my mother would like it! I've considered all my books to be very private, idiosyncratic projects designed to make me happy. And I'm forever surprised when they make other people happy too.
In the years since the book's release, have you reexamined the roles of connectors, mavens, and salesmen?
I haven't. I haven't even read Tipping Point since I wrote it. I have a rule about never going back to old topics. My sense is, though, that the Internet has probably magnified the social power of those three types several times over.
I think the idea of social asymmetries--that there might be a small number of people with disproportionate social power--has influenced a fair number of marketers. My sense is, though, that my books help people describe and understand the things that they were already doing--as opposed to radically change people's behavior. I'm not a storyteller and a synthesizer. I'm not a real innovator.
The Tipping PointHow has your writing process changed fromTipping Point to Outliers?
Each book I've written has been more fun to write. I suppose that's because I'm more confident that things will work out. Also, when I was writing Blink, I realized that I didn't have to write at my desk and I discovered coffee shops--and somehow (for reasons I don't entirely understand) that's made all the difference in the world. But the basic principles of research are the same--that is, I still don't have any basic principles. I just talk to lots of people and hang around libraries and follow my nose and hope I come up with something interesting.
What makes a good business book stand out from all the others?
The best books always give us an opportunity to organize our experiences--to take what we know and give it shape and meaning and context. I've always said that we are all experience-rich and theory-poor. And to me the point of business books is to remedy that problem.
What are your three favorite business books, and why?
Well, the quick answer is just to list any three Michael Lewis books, taken at random. He's really the finest writer of narrative non-fiction out there. Big ShortLiar's Poker?Moneyball? It really doesn't matter which one. They are all brilliant. I'd add The Innovator's Dilemma by Clayton Christensen to the list, though. I came very late to that book. I only read it six months ago. And I haven't stopped thinking of it ever since. 
Read more from The Tipping Point and our Leadership Hall of Fame.
Malcolm Gladwell is the author of The Tipping Point: How Little Things Can Make a Big Difference, published by Little, Brown and Company.

2011/12/29

水公司一度水到底等於多少的水吧!?

水公司一度水到底等於多少的水吧!? 

一度水 = 一公噸 (= 一立方公尺= 1,000公升 = 1,000公斤 )







句話說,一度水可裝 53加侖 =汽油桶 5 大桶或 = 啤酒瓶 1667 

買一瓶礦泉水的價錢 20 元 = 相當於 2424 瓶的自來水!!




所以 20 元很大


減低買礦泉水的欲望! 多多喝喝自來水 , 既省錢又衛生!

HPX活動 20場

2011年總共舉辦HPX活動 20場

HP15:1/12 (三) 電子商務網站規劃與經營(I)
HP16:2/24 (四) 電子商務網站規劃與經營(II)
HP17:3/5 (六) 企劃簡報力與說服力
HP18: 4/14 (四) 設計與企劃
HP19: 5/11 (三) Mobile Design (Mobile Web 或 Mobile App)
HP20: 6/8 (三) 網站企劃讀書會 (只開放給讀書會成員)
HP21: 7/9 (六) HPX台中場
HP22: 7/10 (四) HPX高雄場
HP23: 7/14 (四) 認識使用者 - 台北
HP24: 7/16 (四) HPX新竹場, 與PMP新竹分會合辦
HP25: 8/11 (四) 專案管理相關
HP26: 9/14 (三)
網站架站技術及工具 
HP27:10/12 (三) 電子書與數位出版
HP28:10/26 (三) HPX讀書會大聚會
HP29:11/6 ( 日) 青窗大無畏 - 個人學習成長的歷程
HP30:11/23 (三) 北京IxDC2011 及 蘇州 User Friendly 2011 Conference
HP31:12/22 (四) 活動設計與規劃:舉辦一個歡樂的實體活動
HPX Junior 1:3/19 (六) - 網路創業/工作/案例分享 
HPX Junior 2:5/21 (六) - 網路創業/工作/案例分享
HPX Junior 3:8/23 (二) - Walking the Path
HPX活動總覽:http://www.hpx-party.com/hpx-events

2大力量 影響公司最鉅

2大力量 影響公司最鉅: 面對資訊爆炸、社群媒體、行銷管道與手持裝置的推陳出新,行銷長(CMO)正面臨急遽的挑戰。為洞悉行銷長如何協助企業因應挑戰,IBM訪問全球1,734位來自64個國家,涵蓋19個產業的行銷長,首度發表「IBM 2011年全球行銷長研究報告」。報告顯示,行銷長認為「市場」和「科技」是目前影響公司最鉅的兩大外部力量,其中,高達4/5的行銷長預期未來5年內,環境將演變得很複雜或非常複雜,但僅有半數覺得已準備好應付挑戰。4/5的受訪者計畫未來3至5年內投入更多經費,運用客戶分析工具、客戶關係管理系統(CRM)、社群媒體及行動應用軟體,以管理大量資料。

他們不會感冒的7個祕密!

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他們不會感冒的7個祕密!
圖片來源:陳德信
氣溫驟降,全辦公室的人都擤鼻涕、酷酷嗽,他們卻沒事,因為他們有七個祕密。
有些人很奇怪,當氣溫驟降,全辦公室的人都擤鼻涕、酷酷嗽,他們就好像超人一樣,好像從沒看過他們感冒。
現在,你不需要羨慕或嫉妒他們,你可以偷他們的祕密。這些人不感冒的祕密雖然很個人,卻很實際,而且科學上也確認有效,重點是一點都不難,也不是靠藥物,或是昂貴的健康食品,你可以把這些祕密帶到你的生活,讓這些習慣也成為你不感冒的祕密。
1.他們吃得不多
最讓人驚訝的是,這些不感冒的人吃得不多,一天三餐裡通常有兩餐是簡單輕食,午餐常常兩片全麥麵包夾生菜與起司就解決。
回想自己兩、三年沒有感冒的中興大學國際政治研究所副教授陳牧民就是如此,因為下午要教課,撐著肚子不舒服,久而久之就養成習慣。
近年來,愈來愈多研究發現,降低熱量攝取,可以減少失智、心血管疾病等年齡相關疾病的發生,而且吃得少也能降低壞的膽固醇(LDL)、三酸甘油酯和血壓。
但是一開始要少吃可能會有點難受,建議可以從限制吃糖以及精緻醣類做起,飽足感可由多吃蔬菜類與不太甜的水果如芭樂、番茄、火龍果代替。
2.他們懂得抒壓
45歲、Babyboss總經理林梅芳稱自己是「工作狂」,她的工作量大、睡得少、速度快,但她很少感冒,因為她靠做家事、做菜、做手工藝抒壓。
過去在科技業,曾經幾天幾夜沒睡,她回家還炒米粉帶去辦公室給同事吃,「炒米粉需要切多少菜呀!」她說,做菜需要的專注,讓她忘記煩惱。
另一項讓她非專注不可的嗜好是做手工藝,她曾經做過一條項鍊,需要穿一萬個珠珠,連做好幾晚,讓她逃離壓力,忘卻煩惱。
但很多人往往覺得自己的壓力無可取代,而且無法處理,但林梅芳說:「認真問自己,你想不想?只要想,一定有方法。」
3.他們運動
陳牧民取得博士學位回台後,馬上回歸台北人的生活,就是很容易吃到好吃的食物,但是動得很少。但突然,兩個好友一因病、一因疲勞駕駛車禍過世。他警覺,要回到以前在美國的生活。
那種生活就是運動。他就讀學校位於全美體脂率最低的科羅拉多州,全城很多人都在慢跑、騎車、登山……,運動自然而然。
他現在騎自行車、游泳、跑步,依照季節調整多寡。白天做研究,通常是傍晚去運動,雖然常常也會內心呢喃很累,但運動完,總是充滿活力。
2010年他參加四個自行車賽,2011年暑假參加四個長泳賽,原因都是好玩,「主辦單位都會發獎牌」,而且因為要參賽,也能激勵自己維持一定的運動量,不要上場丟臉。
4.他們多吃蔥薑蒜
研究發現,吃大蒜可以當作強力抗氧化物及抗生素,當你感冒時,也可以讓時間縮短。
當全班同學都輪流感冒又互相傳染時,研究生卓凱祥卻很少感冒,他回想除了固定練壘球的運動習慣,他愛吃蔥薑蒜,總是把裝飾的蔥花、蒜花一掃而空。
5.他們不愛去公共場所
39歲、在德商公司上班,自嘲常要「守大夜班」照顧兩位過敏體質的孩子的林莉真,小時候也是過敏體質,常年生病感冒,但今年健保卡只用了三、四次,還包括兩次的洗牙,是因為當了媽媽,要照顧孩子,因此特別謹記娘家媽媽的話。
媽媽叮嚀她,不要喝冰水、要喝溫水。天氣一變化就要保暖;少到公共場所,假日她很少到百貨公司,都帶小孩往郊外跑。
6.他們愛洗手
感冒和流感病毒很容易傳染,只要碰到門把、桌子就送到你身上,因為病毒可以存活2~8小時。而且美國的研究發現,40%的人咳嗽或擤鼻涕後並不會洗手。不常感冒的林梅芳只要碰到東西就洗手,手也不往眼睛、鼻子、臉上碰。
7.他們愛吃蔬果
林梅芳每次去買水果都很難回答老闆「幾個人吃」的問題,因為雖然她一個人吃,但買的是十人份。
她早餐打果汁,每天還帶七彩水果到公司。而且她自己做便當,便當裡3~4種青菜或菇類,主食是五穀飯,再加一份魚或肉,魚是買檢驗過的媽媽魚或江醫師的魚舖子,雖然價錢是市價的三倍左右,但她的舌頭吃得出新鮮和甜美。
除了吃蔬果等以上七個祕密外,不感冒的人通常也多喝水、睡得不錯,有良好的社交關係,免疫細胞因此活躍。
就像林梅芳所說「健康不是看醫生,而是自律,」從這些不感冒的人身上看到,健康從來不是理所當然,但也不複雜,只要去做就是開始。 
版權所有,本刊圖文非經同意不得轉載或公開傳播。

2011/12/28

In One Slum, Misery, Work, Politics and Hope

INDIA'S WAY


Adam Ferguson for The New York Times
As many as a million people live and work in Dharavi, a sprawling slum in Mumbai, India. More Photos »
MUMBAI, India — At the edge of India’s greatest slum, Shaikh Mobin’s decrepit shanty is cleaved like a wedding cake, four layers high and sliced down the middle. The missing half has been demolished. What remains appears ready for demolition, too, with temporary walls and a rickety corrugated roof.

India’s Way

India's Way
Articles in this series are examining the messy and maddening road to progress in India.
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Adam Ferguson for The New York Times
An extended family of 15 people lives in a Dharavi house with 180 square feet of space. More Photos »
Yet inside, carpenters are assembling furniture on the ground floor. One floor up, men are busily cutting and stitching blue jeans. Upstairs from them, workers are crouched over sewing machines, making blouses. And at the top, still more workers are fashioning men’s suits and wedding apparel. One crumbling shanty. Four businesses.
In the labyrinthine slum known as Dharavi are 60,000 structures, many of them shanties, and as many as one million people living and working on a triangle of land barely two-thirds the size of Central Park in Manhattan. Dharavi is one of the world’s most infamous slums, a cliché of Indian misery. It is also a churning hive of workshops with an annual economic output estimated to be $600 million to more than $1 billion.
“This is a parallel economy,” said Mr. Mobin, whose family is involved in several businesses in Dharavi. “In most developed countries, there is only one economy. But in India, there are two.”
India is a rising economic power, even as huge portions of its economy operate in the shadows. Its “formal” economy consists of businesses that pay taxes, adhere to labor regulations and burnish the country’s global image. India’s “informal” economy is everything else: the hundreds of millions of shopkeepers, farmers, construction workers, taxi drivers, street vendors, rag pickers, tailors, repairmen, middlemen, black marketeers and more.
This divide exists in other developing countries, but it is a chasm in India: experts estimate that the informal sector is responsible for the overwhelming majority of India’s annual economic growth and as much as 90 percent of all employment. The informal economy exists largely outside government oversight and, in the case of slums like Dharavi, without government help or encouragement.
For years, India’s government has tried with mixed success to increase industrial output by developing special economic zones to lure major manufacturers. Dharavi, by contrast, could be called a self-created special economic zone for the poor. It is a visual eyesore, a symbol of raw inequality that epitomizes the failure of policy makers to accommodate the millions of rural migrants searching for opportunity in Indian cities. It also underscores the determination of those migrants to come anyway.
“Economic opportunity in India still lies, to a large extent, in urban areas,” said Eswar Prasad, a leading economist. “The problem is that government hasn’t provided easy channels to be employed in the formal sector. So the informal sector is where the activity lies.”
Dharavi is Dickens and Horatio Alger and Upton Sinclair. It is ingrained in the Indian imagination, depicted in books or Bollywood movies, as well as in the Oscar-winning hit “Slumdog Millionaire.” Dharavi has been examined in a Harvard Business School case study and dissected by urban planners from Europe to Japan. Yet merely trying to define Dharavi is contested.
“Maybe to anyone who has not seen Dharavi, Dharavi is a slum, a huge slum,” said Gautam Chatterjee, the principal secretary overseeing the Housing Ministry in Maharashtra State. “But I have also looked at Dharavi as a city within a city, an informal city.”
It is an informal city as layered as Mr. Mobin’s sheared building — and as fragile. Plans to raze and redevelop Dharavi into a “normal” neighborhood have stirred a debate about what would be gained but also about what might be lost by trying to control and regulate Dharavi. Every layer of Dharavi, when exposed, reveals something far more complicated, and organic, than the concept of a slum as merely a warehouse for the poor.
One slum. Four layers. Four realities.
On the ground floor is misery.
One floor up is work.
Another floor up is politics.
And at the top is hope.
“Dharavi,” said Hariram Tanwar, 64, a local businessman, “is a mini-India.”
Misery
The streets smell of sewage and sweets. There are not enough toilets. There is not enough water. There is not enough space. Laborers sleep in sheds known as pongal houses, six men, maybe eight, packed into a single, tiny room — multiplied by many tiny rooms. Hygiene is terrible. Diarrhea and malaria are common. Tuberculosis floats in the air, spread by coughing or spitting. Dharavi, like the epic slums of Karachi, Pakistan, or Rio de Janeiro, is often categorized as a problem still unsolved, an emblem of inequity pressing against Mumbai, India’s richest and most glamorous city. A walk through Dharavi is a journey through a dank maze of ever-narrowing passages until the shanties press together so tightly that daylight barely reaches the footpaths below, as if the slum were a great urban rain forest, covered by a canopy of smoke and sheet metal.
Hari Kumar contributed reporting.

閱讀地圖

歷史上人為書而瘋狂, 但現實裡, 愛書的人仍有但是越來越難尋. 一切知識的傳播都是靠書, 書靠印刷術的發明的普及與傳播. 書,權勢的權力還是在讀者, 有讀者,書才會有意義..