Category Archives: 中文

TED:超模的内心世界——花国总统大赛取消泳装秀有感


世界小姐选美大赛主席莫莉夫人近日宣布取消2015年泳装秀环节,感到这部分“落伍、多余”,“不必看到女性穿着比基尼走来走去……我们不是要看她的臀部,而是要听她的言语”。这有点电影《一步之遥》花域总统选举的感觉,也有点像是说下面超模卡梅伦·鲁塞尔(Cameron Russell)的TEDx演讲。

美国的时装模特儿卡梅伦16岁便开始她的职业生涯,从一开始就与Steven Meisel, Craig McDean等许多大牌摄影师合作,这也为她以后的成功奠定了基础,后来为Calvin Klein、Emporio Armani、YSL等多个世界顶级名牌代言。

从这个演讲视频上可以明显看到,这位熟悉秀台的模特站在一个不同的舞台上还是有点紧张的,对于一个16岁就出道成名的模特来说,在TED舞台展露真实的的自己,勇气是让人钦佩的。

围绕女性这个光鲜行业,这位超级名模坦承“外形是影响力巨大的,但只看外形也是非常肤浅的”,她分享了自己的内心世界,是如何面对这个缺乏缺乏安全感的行业。

130215124048-ted-cameron-russell-modeling-00051720-story-top

美貌与智慧并重 Image is powerful, but is also superficial

她出人意料的在舞台上换装——TED舞台上第一次有人这么做——从身穿贴身露背洋装的性感女模变成朴实内敛的女性,用不到十秒的时间改变我们对她的观感,使我们直视自己易受视觉操弄的心思:我们究竟是如何以貌取人的?

演讲中,她回答了人们最常询问她的五个问题,比如,你怎么当上模特的?是否我也能当模特?照片都是PS的吧?感觉是不是老爽了?是不是有很多免费礼物拿?

她对于问题有非常诚实的分享和回答,都在凸显出人们对模特儿不切实际的认知,以及那些美丽光环背后的哀愁。


Russell 的TEDx演讲引起很高点击率,她说她由此重新认识自己对社会大众的影响力,并一直期许自己能以此为起点,为改善社会尽一份心力

Russell
过去十年来,我不将模特儿视为事业的终点,而是起点;不是事业巅峰、理想之地、而是展开对话的契机。模特儿比起其他职业并没有优劣之分,却是比较显眼、容易受赞赏的工作。在未来的时日中,我希望自己能找到好好运用我的影响力,让大众媒体更有内涵、更真实、更负责。

世界小姐大赛主席曾提到,让大家“重新认识关于美的定义”,我想这位超模的演讲一语中的:外表不是全部。

(画外音:话是这么说,但老编想起类似一句:钱不是万能的,没有钱是万万不能的 🙂

在微博上我看到有粉丝建议将来参加选美的人都要看TED演讲,都要学如何站在台上表达自己,都要有自己ideas, 看TED势必成为趋势。其实这种趋势在科技圈,市场营销、广告行业等等已经蔓延开了,这是因为互联网时代的分享传播精神可以一句话总结:Ideas Worth Spreading。
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撰稿人
微博@Lawrence治钧

 

看2014年的社交媒体市场—补发2013年底的旧文

2013年底应邀按新浪的新媒体从业人员的调查数据写些评论性文章,写完后没跟进,貌似文章也没发表出来。当时预测instagram在国内会有一大波增长,现在看来是蒙对了。把旧文章贴出来,但数据是别人的,没授权就不贴了,基本不影响本文。

市面上对关于新一年的趋势预言不少,也见仁见智,而我们可能更需要返身看看从业者自己的数据,这份行业调研报告从不同维度挖掘社会化营销领域的现状,得以从另一个角度探讨行业发展。

拼组织:

社会化营销在广告行业价值链中越来越重要,早就引起资本领域的关注,2013年社交媒体行业出现不少融资、合并重组案,整个营销行业会继续这种合纵连横的变化,以应对数字媒体生态圈的新挑战,各个公司的服务范围和属性也会类同 ,后续社会化营销的组织架构调整和变革也会发生。

而对甲方而言,社交媒体在大企业的影响力也会进一步加大,扩展到更多行业,我所在的传统金融保险甚至大量后觉的B2B品牌也在积极制定社交媒体战略,而且因为B2C品牌前2年有益的尝试,社交媒体管理体系、数据化挖掘等会成为客户关系管理的重要组成部分。

当然,说到底,这是一个拼人的行业。

拼人:社会化营销人能力多样化

一个跳转进这行业的朋友对未来的职业之路有疑惑,言说没有成就感。我们看看几个业内大咖们经历,开饭馆的成为社会化营销的奇葩,做软件的将手机市场搅得天翻地覆,连种橘子的老汉也能包装得令人啧啧称奇… … 再不抵,比如我原来是投资行业的木讷宅男,也抢进来一脚… 从这角度讲,这是没有行业限制门槛的。

很多工种在消失,是因为个体跨界能力强大了,跨界包括跨行业的经历、跨平台的能力、跨文化的能力等,比如,我文案写的好,也能拍出质感的图片和视频;我对数据变化又分析能力,同样能写好媒体策略… …社会化营销人要能保持对网络信息的辨识力和敏感度,有文字、图片和视频的表达功力,2014年就能用上。

社会化营销技能将会像10年前的web1.0的电邮一样,成为营销的基本技能,就看个体和团队的多样化能力了。

拼内容:

内容营销是个老词儿了,2014年必定仍然是社会化营销的重头,想创造长期持续、能体现品牌诚意和价值的内容,不容易;与其追求设计精良的单点爆发,莫若踏踏实实地爱你的品牌和产品,将你的感同身受通过社会化营销分享给你的家人、朋友和粉丝。在这里我将服务同样归在内容的范畴里。

拼视野:小众社交网络发展快速,平台细分呈现多样化

2013年微博微信之争甚嚣尘上,微信的去媒体化努力确实成功,微博仍然是主要营销平台,虽然这双微平台依然是占有主要地位,然而用户触点已经很难再用如此单一的媒体平台来准确把控。

2014年用户使用习惯、用户社交关系群体等分析将成帮助品牌找到用户触点的重要依据。对于社会化营销从业者来说,要关注新的传播手段和平台,在这里我斗胆提一句,在互联网用户需求细分的情况下,留意具有更专一功能、被广大品牌忽略的小众社交网络社区,提前进行布局,哪怕是个人的尝试,比如汽车类母婴类社区,比如兼具同步国内外社交平台、图片+短视频内容视觉营销、手机移动、LBS等等概念于一身的美图社区instagram,按照中国用户目前的增长速度,有可能在2014年上半年就在国内呈现一次爆发增长,娱乐、时尚等视觉类品牌可以考虑试水了。

不管是新平台还是新技术,不管是大数据还是sCRM的概念,社会化营销从业者应该一直围绕广大用户,在很多情况下社会化营销的道路是淌出的、玩出来的、服务出来的,软硬广告买来的只是昂贵的浅层印象。

进一步完善的营销链、多样化能力的从业者、多样化的平台、多样化的内容,这都是条件,希望有组织地向大量无组织的用户植入品牌和产品,并希望在一个去中心化的web2.0世界里,形成效应…… 这事其实挺难,路漫漫,唯上下求索。

不是我不明白,这世界变化快。2014年,冲在最前的社会化营销人收获最大。

Great Google

I guess I am one of the first men who use Google service, (esp. in China), in the past 10 years  the more I use it, the more I learn from it. I am proud of being a googler and would like to thank its 60 products.

Even though I seldom click G.cn and often complained Google auto-forward me to G.cn, I’d like to take the last chance to say “Thanks谷歌”。

We do not believe the brightness  just because the darkness is all we can see.

Google’s Philosophy:

Ten things we know to be true

“The perfect search engine,” says co-founder Larry Page, “would understand exactly what you mean and give back exactly what you want.” When Google began, you would have been pleasantly surprised to enter a search query and immediately find the right answer. Google became successful precisely because we were better and faster at finding the right answer than other search engines at the time.

But technology has come a long way since then, and the face of the web has changed. Recognizing that search is a problem that will never be solved, we continue to push the limits of existing technology to provide a fast, accurate and easy-to-use service that anyone seeking information can access, whether they’re at a desk in Boston or on a phone in Bangkok. We’ve also taken the lessons we’ve learned from search to tackle even more challenges.

As we keep looking towards the future, these core principles guide our actions.

1. Focus on the user and all else will follow.

Since the beginning, we’ve focused on providing the best user experience possible. Whether we’re designing a new Internet browser or a new tweak to the look of the homepage, we take great care to ensure that they will ultimately serve you, rather than our own internal goal or bottom line. Our homepage interface is clear and simple, and pages load instantly. Placement in search results is never sold to anyone, and advertising is not only clearly marked as such, it offers relevant content and is not distracting. And when we build new tools and applications, we believe they should work so well you don’t have to consider how they might have been designed differently.

2. It’s best to do one thing really, really well.

We do search. With one of the world’s largest research groups focused exclusively on solving search problems, we know what we do well, and how we could do it better. Through continued iteration on difficult problems, we’ve been able to solve complex issues and provide continuous improvements to a service that already makes finding information a fast and seamless experience for millions of people. Our dedication to improving search helps us apply what we’ve learned to new products, like Gmail and Google Maps. Our hope is to bring the power of search to previously unexplored areas, and to help people access and use even more of the ever-expanding information in their lives.

3. Fast is better than slow.

We know your time is valuable, so when you’re seeking an answer on the web you want it right away – and we aim to please. We may be the only people in the world who can say our goal is to have people leave our homepage as quickly as possible. By shaving excess bits and bytes from our pages and increasing the efficiency of our serving environment, we’ve broken our own speed records many times over, so that the average response time on a search result is a fraction of a second. We keep speed in mind with each new product we release, whether it’s a mobile application or Google Chrome, a browser designed to be fast enough for the modern web. And we continue to work on making it all go even faster.

4. Democracy on the web works.

Google search works because it relies on the millions of individuals posting links on websites to help determine which other sites offer content of value. We assess the importance of every web page using more than 200 signals and a variety of techniques, including our patented PageRank™ algorithm, which analyzes which sites have been “voted” to be the best sources of information by other pages across the web. As the web gets bigger, this approach actually improves, as each new site is another point of information and another vote to be counted. In the same vein, we are active in open source software development, where innovation takes place through the collective effort of many programmers.

5. You don’t need to be at your desk to need an answer.

The world is increasingly mobile: people want access to information wherever they are, whenever they need it. We’re pioneering new technologies and offering new solutions for mobile services that help people all over the globe to do any number of tasks on their phone, from checking email and calendar events to watching videos, not to mention the several different ways to access Google search on a phone. In addition, we’re hoping to fuel greater innovation for mobile users everywhere with Android, a free, open source mobile platform. Android brings the openness that shaped the Internet to the mobile world. Not only does Android benefit consumers, who have more choice and innovative new mobile experiences, but it opens up revenue opportunities for carriers, manufacturers and developers.

6. You can make money without doing evil.

Google is a business. The revenue we generate is derived from offering search technology to companies and from the sale of advertising displayed on our site and on other sites across the web. Hundreds of thousands of advertisers worldwide use AdWords to promote their products; hundreds of thousands of publishers take advantage of our AdSense program to deliver ads relevant to their site content. To ensure that we’re ultimately serving all our users (whether they are advertisers or not), we have a set of guiding principles for our advertising programs and practices:

  • We don’t allow ads to be displayed on our results pages unless they are relevant where they are shown. And we firmly believe that ads can provide useful information if, and only if, they are relevant to what you wish to find – so it’s possible that certain searches won’t lead to any ads at all.
  • We believe that advertising can be effective without being flashy. We don’t accept pop-up advertising, which interferes with your ability to see the content you’ve requested. We’ve found that text ads that are relevant to the person reading them draw much higher clickthrough rates than ads appearing randomly. Any advertiser, whether small or large, can take advantage of this highly targeted medium.
  • Advertising on Google is always clearly identified as a “Sponsored Link,” so it does not compromise the integrity of our search results. We never manipulate rankings to put our partners higher in our search results and no one can buy better PageRank. Our users trust our objectivity and no short-term gain could ever justify breaching that trust.

7. There’s always more information out there.

Once we’d indexed more of the HTML pages on the Internet than any other search service, our engineers turned their attention to information that was not as readily accessible. Sometimes it was just a matter of integrating new databases into search, such as adding a phone number and address lookup and a business directory. Other efforts required a bit more creativity, like adding the ability to search news archives, patents, academic journals, billions of images and millions of books. And our researchers continue looking into ways to bring all the world’s information to people seeking answers.

8. The need for information crosses all borders.

Our company was founded in California, but our mission is to facilitate access to information for the entire world, and in every language. To that end, we have offices in dozens of countries, maintain more than 150 Internet domains, and serve more than half of our results to people living outside the United States. We offer Google’s search interface in more than 110 languages, offer people the ability to restrict results to content written in their own language, and aim to provide the rest of our applications and products in as many languages as possible. Using our translation tools, people can discover content written on the other side of the world in languages they don’t speak. With these tools and the help of volunteer translators, we have been able to greatly improve both the variety and quality of services we can offer in even the most far-flung corners of the globe.

9. You can be serious without a suit.

Our founders built Google around the idea that work should be challenging, and the challenge should be fun. We believe that great, creative things are more likely to happen with the right company culture – and that doesn’t just mean lava lamps and rubber balls. There is an emphasis on team achievements and pride in individual accomplishments that contribute to our overall success. We put great stock in our employees – energetic, passionate people from diverse backgrounds with creative approaches to work, play and life. Our atmosphere may be casual, but as new ideas emerge in a café line, at a team meeting or at the gym, they are traded, tested and put into practice with dizzying speed – and they may be the launch pad for a new project destined for worldwide use.

10. Great just isn’t good enough.

We see being great at something as a starting point, not an endpoint. We set ourselves goals we know we can’t reach yet, because we know that by stretching to meet them we can get further than we expected. Through innovation and iteration, we aim to take things that work well and improve upon them in unexpected ways. For example, when one of our engineers saw that search worked well for properly spelled words, he wondered about how it handled typos. That led him to create an intuitive and more helpful spell checker.

Even if you don’t know exactly what you’re looking for, finding an answer on the web is our problem, not yours. We try to anticipate needs not yet articulated by our global audience, and meet them with products and services that set new standards. When we launched Gmail, it had more storage space than any email service available. In retrospect offering that seems obvious – but that’s because now we have new standards for email storage. Those are the kinds of changes we seek to make, and we’re always looking for new places where we can make a difference. Ultimately, our constant dissatisfaction with the way things are becomes the driving force behind everything we do.


Update: We first wrote these “10 things” several years ago. From time to time we revisit this list to see if it still holds true. We hope it does – and you can hold us to that. (September 2009)

http://www.google.com/corporate/tenthings.html

我们的价值观

永不满足,力求最佳
Google 联合创始人拉里·佩奇说,“完美的搜索引擎需要做到确解用户之意,切返用户之需”。 就搜索技术的现状而言,我们需要通过研究、开发和革新来实现长远的发展。 Google 致力于成为这一技术领域的开拓者。 尽管 Google 已是全球公认的业界领先的搜索技术公司,但 Google 的目标是为所有信息搜寻者提供更高标准的服务,无论用户是坐在波士顿的台式机旁,还是正在驾车穿过波恩,或是漫步在曼谷街头。

正是由于这一点,Google 一直在不断追求创新并突破现有的技术限制,为客户提供快速、准确和易用的搜索服务,而不受地点的限制。 要全面了解 Google 的最好方式,就是了解公司用来重新定义个人、企业和技术专家看待互联网的所有方式。

Google 的十大价值观

1. 以用户为中心,其他一切水到渠成。

创建伊始,Google 即以提供最佳的用户体验为中心任务。 虽然很多公司主张客户利益优先,但只有少数能抗拒各种诱惑,大多都会牺牲客户的少量利益来增加股东价值。 Google 的一贯态度是:如果所做的更改不会给网站访问者带来任何好处,则将坚定不移地予以拒绝:

  • 界面清晰易用。
  • 网页加载迅速。
  • 搜索结果的排名绝对不出售给任何人。
  • 网站上的广告必须提供相关内容,不能影响用户的体验。

Google 秉持着用户第一的理念,在网上赢得了最忠实的用户群体。 用户群体的增长并不是通过电视广告活动获得的,而是在用户的交口称颂下实现的。

2. 心无旁骛、精益求精。

Google 要做的就是搜索。 拥有世界上最大的研究队伍之一,心无旁骛地攻克搜索问题,我们知道自己擅长什么,也知道如何可以做得更好。 通过持之以恒地对难题进行反复的探索,我们始终能够解决复杂难题,并不断地改进已被公认为网络上为百万用户提供快捷、完美的信息搜索体验的最佳服务。 我们努力改善搜索服务,这也让我们可以将所学的知识应用于新产品,其中包括 Gmail、Google 桌面和 Google 地图。 在改善搜索服务的同时,我们也在不断推出新产品*,我们的愿望是将搜索的强大功能应用于以前未曾探索的领域,并帮助用户更多地访问及利用其生活中不断扩充的信息。

3. 快比慢好。

Google 相信瞬间带来的喜悦。 您需要解答的时候,往往是希望马上就能得到。 这点是无庸置疑的吧? Google 的目标就是希望用户使用 Google 网站的时间越短越好,这样的公司世界上可能也独一无二。 Google 执著地消减网页多余的空间,不断地提高服务环境的效率,并一次次地打破自己创造的速度记录。 别人认为大型服务器是处理海量数据的最快方式, 但 Google 却发现 PC 机联网速度会更快。 在别人都认为搜索算法会明显限制速度时,Google 却写出了新的算法,证明了速度无限的真理。 Google 一直在不断地努力,让速度再快一点。

4. 网络的民主作风。

Google 之所以成功,原因在于它仰赖数百万向网站发布信息的用户来确定哪些网站提供的内容具有价值。 Google 不依赖一组编辑人员或仅仅根据某个词汇出现的频率来为每个网页评级,而是采用一项突破性技术,即 PageRank™。 PageRank 对一个网页所链接的所有网站进行评估,并为它们分配一个值(在一定程度上参照了与相应网站链接的网站)。 通过分析网络的整体结构,Google 能够确定哪些网站被最对其信息感兴趣的用户“票选”为最佳信息来源。 该技术也会随着网络规模不断增长而改善,因为每一个新网站将成为另一个信息点,同时也是另一张要记入的选票。

5. 获取信息的方式多种多样,不必非要坐在台式机前。

世界的流动性越来越快,人们很难再局限于一个固定的角落。 无论是通过 PDA,还是无线电话,甚至是在汽车里,人们都希望随时获得所需的信息。 Google 在这一领域开发了多种创新技术,其中包括 Google Number Search。通过这一技术,人们从具有上网功能的手机以及即时转换系统(将以 HTML 格式编写的网页转换为手机浏览器可以读取的格式)上查找数据时,可以大大减少键击次数。 借助于这一系统,人们能够从 Palm PDA、Japanese i-mode、J-Sky 和 EZWeb 等原先不能显示网页内容的设备上打开数十亿个网页,查看网页内容。 尽管搜索引擎在任何地方都可以帮助用户找到所需的信息,但 Google 仍然在不断地探索新技术并提供新的解决方案。

6. 不做坏事也能赚钱。

Google 是一个企业。 它通过以下两种方式来获取收入:向其他公司提供 搜索技术;向广告客户提供在 Google 和网络其他网站上投放 广告的服务。 然而,您可能从未在 Google 上看到过广告。 这是因为,除非广告与所显示的搜索结果页内容相关,否则 Google 不允许广告显示在我们的搜索结果页上。 因此,只有某些搜索才会在搜索结果的上方或右侧显示赞助商链接。 Google 坚信,只有当广告与您要查找的内容相关时,才会为您提供有用的信息。

Google 同样也证明了广告不必过分渲染也能够切实有效。 Google 不接受弹出式广告,因为这会干扰用户查看所请求的内容。 我们发现,文字广告 (AdWords) 的内容如果与用户阅读的内容相关,那么所带来的点击率要比随机显示的广告高得多。 Google 的优化小组会与广告客户合作提高广告系列在有效期内的点击率。因为点击率越高,表明广告与用户感兴趣内容的相关性越高。 广告客户可以通过我们的自助式广告服务计划,在数分钟内在线投放广告,也可以在 Google 广告服务代表的帮助下发布广告。但无论是哪种广告投放方式,任何规模的广告客户都可以充分发挥这一针对性强的媒介的优势。

在 Google 上刊登的广告总是明确地标记为“赞助商链接”。 不破坏搜索结果的完整性是 Google 的核心价值观。 我们绝对不会操纵排名位置来将我们的合作伙伴放在搜索结果中排名考前的位置。 没人可以购买更高的 PageRank(网页评级)。 我们的用户信任 Google 的客观公正性,任何短期利益都不能够成为破坏这种信任的理由。

成千上万的广告客户使用我们的 Google AdWords 计划来推广他们的产品,我们相信 AdWords 是同类计划中规模最大的一个。 此外,数千名网站管理人员使用我们的 Google AdSense 计划投放与网站内容相关的广告,借此增加收入和改善用户的体验。

7. 信息永无止境。

当 Google 索引中包含的互联网上的 HTML 网页超过任何其他搜索服务之后,我们的工程师开始将精力转到那些不太容易获得的信息上。 有时只是合并新数据库的问题,如添加电话号码、地址查询以及企业目录。 有时却需要更多的创造性工作,如增添可搜索超过 10 亿张图片的功能,或增添查看原始格式为 PDF 文件的网页方式。 由于 PDF 格式的大量使用,我们需要扩展所搜索的文件类型的列表,以支持使用 Microsoft Word、Excel 和 PowerPoint 等多种格式创建的文档。 为了满足无线用户的需要,Google 开发了一种独一无二的技术,可将 HTML 格式的文件转换为移动设备可读取的格式。 该列表维护工作不会就此终止,因为 Google 的研究人员将持续不断地探索新的方式,将全球范围内的所有信息提供给寻找答案的用户。

8. 信息需求,没有国界。

尽管 Google 的总部位于加利福尼亚州,但我们的办事处遍布全球,我们的宗旨是帮助全世界的用户获得所需的信息。 为了实现这一目标,我们维护着十多个互联网域;在我们所提供的搜索结果中,超过一半是提供给美国境外的用户。 用户可以根据自己的喜好,从 Google 支持的 35 种语言中任选一种来展示搜索结果。 此外,我们还提供翻译功能,无论用户的母语是哪种语言,都可以搜索到所需的内容;不喜欢使用英语搜索的用户可以有100 多种语言用来自定义 Google 界面。 为了更快地补充新语种,Google 为志愿者提供机会帮助做一些翻译工作,Google.com 网站上提供了供翻译使用的 自动工具。 这一流程大大改善了我们为用户(甚至位于地球上最偏远角落的用户)提供的服务多样性和质量。

9. 没有西装革履也可以很正经。

Google 的创始人一再强调公司所重视的惟有搜索。 他们秉承着“工作赋予挑战,挑战带来快乐”的理念创建了 Google。 正是由于这一点,Google 的企业文化不同于其他的美国公司,但这并不是因为公司里无所不在的熔岩灯和大健身球,也不在于公司的主厨曾为著名乐队 Grateful Dead 掌勺。 就像 Google 的线上服务始终将用户放在首位一样,Googleplex 总部的日常生活也是将自己的员工放在首位。 我们重视团队成绩,并以对促成公司全面成功的个人成就为荣。 于是,新的创意和想法不断以令人目眩的速度在彼此之间交流并投入实际应用。 其他公司的会议可能会占用几个小时,而在这里通常只要在排队购买午餐时,聊上几句就能解决;编程代码的人员和编写检查程序的人员之间也几乎不存在屏障。 这种畅所欲言的环境提高了员工的工作效率,并促进了员工之间的友情,而这种氛围又因为数百万的人们对 Google 搜索结果的信赖而变得更加浓厚。 您只要为想要有所作为的员工提供适当的工具,他们定然不负您的期望。

10. 没有最好,只有更好。

所提供的服务始终超出人们的预期。 Google 不会把最好看作是终点,而是全新的起点。 通过创新和反复探索,Google 选择行之有效的技术,并以异乎寻常的方式不断进行改进。 搜索对于拼写正确的文字没有问题,对于拼写错误的文字会怎样呢? 我们的工程师透视用户的需求并相应地开发错别字改正程序,就像知道用户在想什么一样。 在 WAP 手机上进行搜索时的时间太长? 我们的无线技术部门开发了 Google Number Search,将每个字母击键三次减少为只击一次。 尽管我们的客户群体数以百万计,Google 仍然能够迅速找到发生冲突的位置,随即加以解决。 但是,Google 与众不同的一点,就是在全球用户还未明确意识到自己的需求之前便能抢先做出周密考虑,并开发出富于创新的工具和产品来满足他们的需要。 这种永不满足现状的态度就是我们能成为世界上最佳搜索引擎背后的终极驱动力量。


* 全文更新: 在四年前我们首次写下“十大价值观”时,我们曾经说过,“Google 不做星座预测,不做财经咨询,也不做聊天”。 随着时间的推移,我们拓展了可以提供的服务范围(例如,网络搜索并不是人们访问或使用信息的唯一方式),还有那些当时看来似乎不可能的产品现在却已成为我们整个计划中至关重要的环节。 这并不是说我们改变了核心任务;只是我们越是朝这个目标前进,地平线上那些看似模糊的目标也变得越为清晰(当然,也会出现更模糊的目标。)

http://www.google.com/intl/zh-CN/corporate/tenthings.html

Great Google

I guess I am one of the first men who use Google service, (esp. in China), in the past 10 years  the more I use it, the more I learn from it. I am proud of being a googler and would like to thank its 60 products.

Even though I seldom click G.cn and often complained Google auto-forward me to G.cn, I’d like to take the last chance to say “Thanks谷歌”。

We do not believe the brightness  just because the darkness is all we can see.

Google’s Philosophy:

Ten things we know to be true

“The perfect search engine,” says co-founder Larry Page, “would understand exactly what you mean and give back exactly what you want.” When Google began, you would have been pleasantly surprised to enter a search query and immediately find the right answer. Google became successful precisely because we were better and faster at finding the right answer than other search engines at the time.

But technology has come a long way since then, and the face of the web has changed. Recognizing that search is a problem that will never be solved, we continue to push the limits of existing technology to provide a fast, accurate and easy-to-use service that anyone seeking information can access, whether they’re at a desk in Boston or on a phone in Bangkok. We’ve also taken the lessons we’ve learned from search to tackle even more challenges.

As we keep looking towards the future, these core principles guide our actions.

1. Focus on the user and all else will follow.

Since the beginning, we’ve focused on providing the best user experience possible. Whether we’re designing a new Internet browser or a new tweak to the look of the homepage, we take great care to ensure that they will ultimately serve you, rather than our own internal goal or bottom line. Our homepage interface is clear and simple, and pages load instantly. Placement in search results is never sold to anyone, and advertising is not only clearly marked as such, it offers relevant content and is not distracting. And when we build new tools and applications, we believe they should work so well you don’t have to consider how they might have been designed differently.

2. It’s best to do one thing really, really well.

We do search. With one of the world’s largest research groups focused exclusively on solving search problems, we know what we do well, and how we could do it better. Through continued iteration on difficult problems, we’ve been able to solve complex issues and provide continuous improvements to a service that already makes finding information a fast and seamless experience for millions of people. Our dedication to improving search helps us apply what we’ve learned to new products, like Gmail and Google Maps. Our hope is to bring the power of search to previously unexplored areas, and to help people access and use even more of the ever-expanding information in their lives.

3. Fast is better than slow.

We know your time is valuable, so when you’re seeking an answer on the web you want it right away – and we aim to please. We may be the only people in the world who can say our goal is to have people leave our homepage as quickly as possible. By shaving excess bits and bytes from our pages and increasing the efficiency of our serving environment, we’ve broken our own speed records many times over, so that the average response time on a search result is a fraction of a second. We keep speed in mind with each new product we release, whether it’s a mobile application or Google Chrome, a browser designed to be fast enough for the modern web. And we continue to work on making it all go even faster.

4. Democracy on the web works.

Google search works because it relies on the millions of individuals posting links on websites to help determine which other sites offer content of value. We assess the importance of every web page using more than 200 signals and a variety of techniques, including our patented PageRank™ algorithm, which analyzes which sites have been “voted” to be the best sources of information by other pages across the web. As the web gets bigger, this approach actually improves, as each new site is another point of information and another vote to be counted. In the same vein, we are active in open source software development, where innovation takes place through the collective effort of many programmers.

5. You don’t need to be at your desk to need an answer.

The world is increasingly mobile: people want access to information wherever they are, whenever they need it. We’re pioneering new technologies and offering new solutions for mobile services that help people all over the globe to do any number of tasks on their phone, from checking email and calendar events to watching videos, not to mention the several different ways to access Google search on a phone. In addition, we’re hoping to fuel greater innovation for mobile users everywhere with Android, a free, open source mobile platform. Android brings the openness that shaped the Internet to the mobile world. Not only does Android benefit consumers, who have more choice and innovative new mobile experiences, but it opens up revenue opportunities for carriers, manufacturers and developers.

6. You can make money without doing evil.

Google is a business. The revenue we generate is derived from offering search technology to companies and from the sale of advertising displayed on our site and on other sites across the web. Hundreds of thousands of advertisers worldwide use AdWords to promote their products; hundreds of thousands of publishers take advantage of our AdSense program to deliver ads relevant to their site content. To ensure that we’re ultimately serving all our users (whether they are advertisers or not), we have a set of guiding principles for our advertising programs and practices:

  • We don’t allow ads to be displayed on our results pages unless they are relevant where they are shown. And we firmly believe that ads can provide useful information if, and only if, they are relevant to what you wish to find – so it’s possible that certain searches won’t lead to any ads at all.
  • We believe that advertising can be effective without being flashy. We don’t accept pop-up advertising, which interferes with your ability to see the content you’ve requested. We’ve found that text ads that are relevant to the person reading them draw much higher clickthrough rates than ads appearing randomly. Any advertiser, whether small or large, can take advantage of this highly targeted medium.
  • Advertising on Google is always clearly identified as a “Sponsored Link,” so it does not compromise the integrity of our search results. We never manipulate rankings to put our partners higher in our search results and no one can buy better PageRank. Our users trust our objectivity and no short-term gain could ever justify breaching that trust.

7. There’s always more information out there.

Once we’d indexed more of the HTML pages on the Internet than any other search service, our engineers turned their attention to information that was not as readily accessible. Sometimes it was just a matter of integrating new databases into search, such as adding a phone number and address lookup and a business directory. Other efforts required a bit more creativity, like adding the ability to search news archives, patents, academic journals, billions of images and millions of books. And our researchers continue looking into ways to bring all the world’s information to people seeking answers.

8. The need for information crosses all borders.

Our company was founded in California, but our mission is to facilitate access to information for the entire world, and in every language. To that end, we have offices in dozens of countries, maintain more than 150 Internet domains, and serve more than half of our results to people living outside the United States. We offer Google’s search interface in more than 110 languages, offer people the ability to restrict results to content written in their own language, and aim to provide the rest of our applications and products in as many languages as possible. Using our translation tools, people can discover content written on the other side of the world in languages they don’t speak. With these tools and the help of volunteer translators, we have been able to greatly improve both the variety and quality of services we can offer in even the most far-flung corners of the globe.

9. You can be serious without a suit.

Our founders built Google around the idea that work should be challenging, and the challenge should be fun. We believe that great, creative things are more likely to happen with the right company culture – and that doesn’t just mean lava lamps and rubber balls. There is an emphasis on team achievements and pride in individual accomplishments that contribute to our overall success. We put great stock in our employees – energetic, passionate people from diverse backgrounds with creative approaches to work, play and life. Our atmosphere may be casual, but as new ideas emerge in a café line, at a team meeting or at the gym, they are traded, tested and put into practice with dizzying speed – and they may be the launch pad for a new project destined for worldwide use.

10. Great just isn’t good enough.

We see being great at something as a starting point, not an endpoint. We set ourselves goals we know we can’t reach yet, because we know that by stretching to meet them we can get further than we expected. Through innovation and iteration, we aim to take things that work well and improve upon them in unexpected ways. For example, when one of our engineers saw that search worked well for properly spelled words, he wondered about how it handled typos. That led him to create an intuitive and more helpful spell checker.

Even if you don’t know exactly what you’re looking for, finding an answer on the web is our problem, not yours. We try to anticipate needs not yet articulated by our global audience, and meet them with products and services that set new standards. When we launched Gmail, it had more storage space than any email service available. In retrospect offering that seems obvious – but that’s because now we have new standards for email storage. Those are the kinds of changes we seek to make, and we’re always looking for new places where we can make a difference. Ultimately, our constant dissatisfaction with the way things are becomes the driving force behind everything we do.


Update: We first wrote these “10 things” several years ago. From time to time we revisit this list to see if it still holds true. We hope it does – and you can hold us to that. (September 2009)

http://www.google.com/corporate/tenthings.html

我们的价值观

永不满足,力求最佳
Google 联合创始人拉里·佩奇说,“完美的搜索引擎需要做到确解用户之意,切返用户之需”。 就搜索技术的现状而言,我们需要通过研究、开发和革新来实现长远的发展。 Google 致力于成为这一技术领域的开拓者。 尽管 Google 已是全球公认的业界领先的搜索技术公司,但 Google 的目标是为所有信息搜寻者提供更高标准的服务,无论用户是坐在波士顿的台式机旁,还是正在驾车穿过波恩,或是漫步在曼谷街头。

正是由于这一点,Google 一直在不断追求创新并突破现有的技术限制,为客户提供快速、准确和易用的搜索服务,而不受地点的限制。 要全面了解 Google 的最好方式,就是了解公司用来重新定义个人、企业和技术专家看待互联网的所有方式。

Google 的十大价值观

1. 以用户为中心,其他一切水到渠成。

创建伊始,Google 即以提供最佳的用户体验为中心任务。 虽然很多公司主张客户利益优先,但只有少数能抗拒各种诱惑,大多都会牺牲客户的少量利益来增加股东价值。 Google 的一贯态度是:如果所做的更改不会给网站访问者带来任何好处,则将坚定不移地予以拒绝:

  • 界面清晰易用。
  • 网页加载迅速。
  • 搜索结果的排名绝对不出售给任何人。
  • 网站上的广告必须提供相关内容,不能影响用户的体验。

Google 秉持着用户第一的理念,在网上赢得了最忠实的用户群体。 用户群体的增长并不是通过电视广告活动获得的,而是在用户的交口称颂下实现的。

2. 心无旁骛、精益求精。

Google 要做的就是搜索。 拥有世界上最大的研究队伍之一,心无旁骛地攻克搜索问题,我们知道自己擅长什么,也知道如何可以做得更好。 通过持之以恒地对难题进行反复的探索,我们始终能够解决复杂难题,并不断地改进已被公认为网络上为百万用户提供快捷、完美的信息搜索体验的最佳服务。 我们努力改善搜索服务,这也让我们可以将所学的知识应用于新产品,其中包括 Gmail、Google 桌面和 Google 地图。 在改善搜索服务的同时,我们也在不断推出新产品*,我们的愿望是将搜索的强大功能应用于以前未曾探索的领域,并帮助用户更多地访问及利用其生活中不断扩充的信息。

3. 快比慢好。

Google 相信瞬间带来的喜悦。 您需要解答的时候,往往是希望马上就能得到。 这点是无庸置疑的吧? Google 的目标就是希望用户使用 Google 网站的时间越短越好,这样的公司世界上可能也独一无二。 Google 执著地消减网页多余的空间,不断地提高服务环境的效率,并一次次地打破自己创造的速度记录。 别人认为大型服务器是处理海量数据的最快方式, 但 Google 却发现 PC 机联网速度会更快。 在别人都认为搜索算法会明显限制速度时,Google 却写出了新的算法,证明了速度无限的真理。 Google 一直在不断地努力,让速度再快一点。

4. 网络的民主作风。

Google 之所以成功,原因在于它仰赖数百万向网站发布信息的用户来确定哪些网站提供的内容具有价值。 Google 不依赖一组编辑人员或仅仅根据某个词汇出现的频率来为每个网页评级,而是采用一项突破性技术,即 PageRank™。 PageRank 对一个网页所链接的所有网站进行评估,并为它们分配一个值(在一定程度上参照了与相应网站链接的网站)。 通过分析网络的整体结构,Google 能够确定哪些网站被最对其信息感兴趣的用户“票选”为最佳信息来源。 该技术也会随着网络规模不断增长而改善,因为每一个新网站将成为另一个信息点,同时也是另一张要记入的选票。

5. 获取信息的方式多种多样,不必非要坐在台式机前。

世界的流动性越来越快,人们很难再局限于一个固定的角落。 无论是通过 PDA,还是无线电话,甚至是在汽车里,人们都希望随时获得所需的信息。 Google 在这一领域开发了多种创新技术,其中包括 Google Number Search。通过这一技术,人们从具有上网功能的手机以及即时转换系统(将以 HTML 格式编写的网页转换为手机浏览器可以读取的格式)上查找数据时,可以大大减少键击次数。 借助于这一系统,人们能够从 Palm PDA、Japanese i-mode、J-Sky 和 EZWeb 等原先不能显示网页内容的设备上打开数十亿个网页,查看网页内容。 尽管搜索引擎在任何地方都可以帮助用户找到所需的信息,但 Google 仍然在不断地探索新技术并提供新的解决方案。

6. 不做坏事也能赚钱。

Google 是一个企业。 它通过以下两种方式来获取收入:向其他公司提供 搜索技术;向广告客户提供在 Google 和网络其他网站上投放 广告的服务。 然而,您可能从未在 Google 上看到过广告。 这是因为,除非广告与所显示的搜索结果页内容相关,否则 Google 不允许广告显示在我们的搜索结果页上。 因此,只有某些搜索才会在搜索结果的上方或右侧显示赞助商链接。 Google 坚信,只有当广告与您要查找的内容相关时,才会为您提供有用的信息。

Google 同样也证明了广告不必过分渲染也能够切实有效。 Google 不接受弹出式广告,因为这会干扰用户查看所请求的内容。 我们发现,文字广告 (AdWords) 的内容如果与用户阅读的内容相关,那么所带来的点击率要比随机显示的广告高得多。 Google 的优化小组会与广告客户合作提高广告系列在有效期内的点击率。因为点击率越高,表明广告与用户感兴趣内容的相关性越高。 广告客户可以通过我们的自助式广告服务计划,在数分钟内在线投放广告,也可以在 Google 广告服务代表的帮助下发布广告。但无论是哪种广告投放方式,任何规模的广告客户都可以充分发挥这一针对性强的媒介的优势。

在 Google 上刊登的广告总是明确地标记为“赞助商链接”。 不破坏搜索结果的完整性是 Google 的核心价值观。 我们绝对不会操纵排名位置来将我们的合作伙伴放在搜索结果中排名考前的位置。 没人可以购买更高的 PageRank(网页评级)。 我们的用户信任 Google 的客观公正性,任何短期利益都不能够成为破坏这种信任的理由。

成千上万的广告客户使用我们的 Google AdWords 计划来推广他们的产品,我们相信 AdWords 是同类计划中规模最大的一个。 此外,数千名网站管理人员使用我们的 Google AdSense 计划投放与网站内容相关的广告,借此增加收入和改善用户的体验。

7. 信息永无止境。

当 Google 索引中包含的互联网上的 HTML 网页超过任何其他搜索服务之后,我们的工程师开始将精力转到那些不太容易获得的信息上。 有时只是合并新数据库的问题,如添加电话号码、地址查询以及企业目录。 有时却需要更多的创造性工作,如增添可搜索超过 10 亿张图片的功能,或增添查看原始格式为 PDF 文件的网页方式。 由于 PDF 格式的大量使用,我们需要扩展所搜索的文件类型的列表,以支持使用 Microsoft Word、Excel 和 PowerPoint 等多种格式创建的文档。 为了满足无线用户的需要,Google 开发了一种独一无二的技术,可将 HTML 格式的文件转换为移动设备可读取的格式。 该列表维护工作不会就此终止,因为 Google 的研究人员将持续不断地探索新的方式,将全球范围内的所有信息提供给寻找答案的用户。

8. 信息需求,没有国界。

尽管 Google 的总部位于加利福尼亚州,但我们的办事处遍布全球,我们的宗旨是帮助全世界的用户获得所需的信息。 为了实现这一目标,我们维护着十多个互联网域;在我们所提供的搜索结果中,超过一半是提供给美国境外的用户。 用户可以根据自己的喜好,从 Google 支持的 35 种语言中任选一种来展示搜索结果。 此外,我们还提供翻译功能,无论用户的母语是哪种语言,都可以搜索到所需的内容;不喜欢使用英语搜索的用户可以有100 多种语言用来自定义 Google 界面。 为了更快地补充新语种,Google 为志愿者提供机会帮助做一些翻译工作,Google.com 网站上提供了供翻译使用的 自动工具。 这一流程大大改善了我们为用户(甚至位于地球上最偏远角落的用户)提供的服务多样性和质量。

9. 没有西装革履也可以很正经。

Google 的创始人一再强调公司所重视的惟有搜索。 他们秉承着“工作赋予挑战,挑战带来快乐”的理念创建了 Google。 正是由于这一点,Google 的企业文化不同于其他的美国公司,但这并不是因为公司里无所不在的熔岩灯和大健身球,也不在于公司的主厨曾为著名乐队 Grateful Dead 掌勺。 就像 Google 的线上服务始终将用户放在首位一样,Googleplex 总部的日常生活也是将自己的员工放在首位。 我们重视团队成绩,并以对促成公司全面成功的个人成就为荣。 于是,新的创意和想法不断以令人目眩的速度在彼此之间交流并投入实际应用。 其他公司的会议可能会占用几个小时,而在这里通常只要在排队购买午餐时,聊上几句就能解决;编程代码的人员和编写检查程序的人员之间也几乎不存在屏障。 这种畅所欲言的环境提高了员工的工作效率,并促进了员工之间的友情,而这种氛围又因为数百万的人们对 Google 搜索结果的信赖而变得更加浓厚。 您只要为想要有所作为的员工提供适当的工具,他们定然不负您的期望。

10. 没有最好,只有更好。

所提供的服务始终超出人们的预期。 Google 不会把最好看作是终点,而是全新的起点。 通过创新和反复探索,Google 选择行之有效的技术,并以异乎寻常的方式不断进行改进。 搜索对于拼写正确的文字没有问题,对于拼写错误的文字会怎样呢? 我们的工程师透视用户的需求并相应地开发错别字改正程序,就像知道用户在想什么一样。 在 WAP 手机上进行搜索时的时间太长? 我们的无线技术部门开发了 Google Number Search,将每个字母击键三次减少为只击一次。 尽管我们的客户群体数以百万计,Google 仍然能够迅速找到发生冲突的位置,随即加以解决。 但是,Google 与众不同的一点,就是在全球用户还未明确意识到自己的需求之前便能抢先做出周密考虑,并开发出富于创新的工具和产品来满足他们的需要。 这种永不满足现状的态度就是我们能成为世界上最佳搜索引擎背后的终极驱动力量。


* 全文更新: 在四年前我们首次写下“十大价值观”时,我们曾经说过,“Google 不做星座预测,不做财经咨询,也不做聊天”。 随着时间的推移,我们拓展了可以提供的服务范围(例如,网络搜索并不是人们访问或使用信息的唯一方式),还有那些当时看来似乎不可能的产品现在却已成为我们整个计划中至关重要的环节。 这并不是说我们改变了核心任务;只是我们越是朝这个目标前进,地平线上那些看似模糊的目标也变得越为清晰(当然,也会出现更模糊的目标。)

http://www.google.com/intl/zh-CN/corporate/tenthings.html

TEDxBeijing Speakers

Some friends ask me about the TED and speakers,  I think it would be much better if you visit TED and discover the valve by yourself.  By the way, you will find some good group in Douban.com Yeeyan and Google Group, just do it yourself, find funs.

有推友问我些关于TED和演讲人的问题,我建议最好自己去看,去感受。如果想看别人的看法,或者分享自己的观点,不妨去豆瓣译言小组感受一下。

I search these TEDxBJ speakers, and share some:  演讲人的基本资料

Ben Tsiang Former co-founder of Sina, now CEO and Founder of CNEX, a 3-year-old social enterprise with the mission of making 100 documentary films in 10 years about contemporary Chinese society. The films he produced in the past 2 years have been widely nominated in 35 international film festivals, and the current work 1428;, a documentary film about the Sichuan Earthquake in China, just won the Venice Film Festival’s Orizzonti, The Best Documentary Film Prize, this year. Previously, he was one of the co-founders of SINA.com

蔣顯斌/蒋显斌: CNEX总裁,新浪创始人之一。“年轻老灵魂” 。在台湾出生,在美国留学,在大陆工作,让他有更开阔的视野,思考华人社会共同遭遇的课题。他认为,华人在相近的文化背景下,具有类似的行为模式,也面对类似的困境,但在心理上有种莫名的隔阂。人物专访资料  CNEX 是一家现已成立三年的社会事业公司,旨在十年内创作100部有关中国当代社会的纪录片电影。他在过去的两年内所制作的电影已经在多达35个国际电影节上获得提名,他最近的作品《1428》,是一部关于中国四川地震的纪录片,今年刚刚获得了威尼斯电影节地平线单元的最佳纪录片奖。

Kristie Lu Stout An award winning anchor/correspondent for CNN International. Recently named one of Forbes magazine’s ‘Nine Women to Watch’ in Asia, and winner of a prestigious Asian Television Award as “Best news presenter or anchor”, Stout hosts the evening edition of the network’s “World Report” news program from CNN’s Asia Pacific headquarters in Hong Kong. She has conducted in-depth interviews with some of technology’s biggest newsmakers including Microsoft founder Bill Gates, Google CEO Eric Schmidt, Amazon.com founder Jeff Bezos, Linux creator Linus Torvalds and Wikipedia founder Jimmy Wales. She was one of the first employees to join the Beijing-based Internet portal Sohu.com and worked for Reuters’ new media division in China.

Kristie Lu Stout (片段) 中国血统 CNN美女主播 美国斯坦福大学学士及硕士学位。现为CNN国际新闻网络亚太总部主播及记者,其主持的早晨节目《CNN今日快讯》荣膺2006年亚洲新闻大奖

Kaiser Kuo American writer, rock musician, and culture/technology commentator. He previously worked as Director of Digital Strategy, China, for Ogilvy, as China Bureau Chief for Red Herring magazine, and as a freelance reporter. He is the author of Ich Bin Ein Beijinger, an anthology of columns written for that’s Beijing/The Beijinger magazine since 2001. A 15-year Beijing resident, he was co-founder of China’s first and most successful heavy metal band, Tang Dynasty, and remains active in the rock scene in Beijing as lead guitarist for Mandarin metal band Chunqiu (Spring & Autumn). Photo credit – Elliott Ng, CN Reviews

郭怡广 :对摇滚音乐爱好者来说,这是五雷轰顶级别的名字。美籍华人 唐朝乐队 组建成员之一。春秋乐队主吉它手。专栏作家。他的一篇文章。值得一读。牛人一定要自己GOOGLE,以示尊敬。

Martin Bloom Chairman of ReneSola, the Chinese solar wafer manufacturer based in Zhejiang Province. Martin is also the UK-Chairman of the UK-China Venture Capital Joint Working Group, established by the British and Chinese Governments in January 2005 to foster collaboration between the venture capital and private equity industries in both countries. He is currently a member of the Advisory Board of a UK and Chinese government-funded collaborative programme that brings together UK and Chinese universities for joint research projects.

浙江昱辉阳光能源公司董事长, 英国中英私募股权协会主席, 曾在联合利华集团从事企业策划工作长达25年,主要涉及战略合作,技术商业化和商务策略分析等。一位成功的投资家,尤其擅长投资基于技术和生命科学领域的美国及英国企业。

Steven Schwankert American, founder of SinoScuba and a member of The Explorers Club.   An award-winning reporter and editor with seven years of experience in Greater China, he has served as managing editor of Beijing Scene, asia.internet.com, and Internet World magazine, and as editor of Computerworld Hong Kong and Chinabuzz.com. He’s looking for culture underwater as a PADI scuba instructor. Scuba diving school at the Beijing Blue Zoo aquarium.

Steven是北京第一家专业的水肺潜水训练中心 SinoScuba 的创始人,他是 SinoScuba 的运营者,也是“探险者”俱乐部(The Explorers Club)成员。2007年,他领导了首次在蒙古的库苏古勒湖(Khovsgol)的潜水科学探险。他的关于中国航海时代的开创性大发现的著作《真正的海神冒险》(The Real Poseidon Adventure)将在2010年出版面世。

Stefen Chow photographer and mountaineer. Stefen summitted Mount Everest in 2005, becoming one of the rare individuals to document the journey. His works have been published and awarded internationally, and was named a ‘Nikon Professional’ in 2009. Stefen is currently working on a fine art project, ‘Imperial Awakening’ surrounding the dialogue between China’s royal history in today’s world. The series will be showcased at the Photo Miami and Photo Los Angeles in late 2009. http://www.stefenchow.com/

这可不是周星星同学。2005年登上珠峰,职业摄影师。正在创造“帝国觉醒”美术项目。

Elyse Ribbons AmericanAmerican playwright, actress, blogger, director, radio host and gypsy extraordinaire.she is the founder of Cheeky Monkey Theater, which has produced five plays and created the ShiFen Theater Festival  As one of the hosts of CRI’s Mandarin-language program Laowai Kandian she enjoys the challenge of explaining the American perspective while carefully avoiding any of the words on the censored list.  Her contribution to a harmonious society is mainly in the form of comedic plays that embraces stereotypes and proceeds to mock them.  In her spare time, she organizes ChocoJing, Beijing’s Chocolate Appreciation Society.

柳素英 如果你听说过《我爱北京》《十分戏剧节》《风险英语》等活动,那你一定记得“顽皮猴子戏剧社”这个名字,顽皮猴子戏剧社是此美国女孩2007年创办于北京。

Hung Huang is currently the CEO of China Interactive Media Group, a publishing company that prints iLook, a lifestyle magazine targeting China’s middle and upper classes. She serves as the Publisher and Editor of the iLook Magazine. Her company previously published the Chinese editions of Seventeen and Time Out Beijing. She also hosts a late night TV program on Travel TV.   Hung was born in China, where her mother was Mao Zedong’s English teacher and translator. During the Cultural Revolution Hung was sent to the Little Red School House in New York. She later attended Vassar.  Hung has written 3 books and used to write for Economix about how Chinese culture is adapting to a rapidly changing economy. She also pens a popular personal blog (in Chinese). She co-wrote and starred in the 2005 independent film Perpetual Motion.

洪晃女士就不介绍了,名头太响。

Ines Brunn a German physicist and passionate cyclist that lived in the USA for 6 years. She was a researcher at a particle accelerator, then moved to the telecommunication industry and relocated to Beijing in 2004. She was a competitive athlete for over 20 years, on the German National Team of indoor cycling for 10 years and still performs around the world. In 2007, fueled by her passion, Ines and a friend initiated the steadily growing community of fixed gear bicyclists in Beijing. Ines founded Natooke – the first fixed gear bike and juggling shop in China. She is advisor of Greening the Beige, an eco-minded arts collective to connect and build synergies between environmental organizations and green individuals in Beijing. Ines aims to build awareness for bicycling in China as a sport, hobby and daily transportation method to help minimize carbon emissions. With her cycling she has been on TV in Germany, Switzerland, Belgium, Singapore and of course in China (CCTV3, CCTV9, TianjinTV).

伊泉:工程师职业,出色的花样自行车手,身体力行的环保人士。 04年来到北京。她从事竞技运动20多年,有十多年一直是德国室内自行车项目国家队队员。伊泉在北京开展花样自行车的推广。这有段视频

To be continued

How to join or more details? go to there 注册邀请详情,猛击上篇

TEDxBeijing传说中的“牛人汇”

TEDxBeijing aims to be the bridge between the innovative, creative and inspiring initiatives in Beijing and the world. TEDxBeijing would be held on 13 November 2009.

What is TED? “牛人汇”, 再来一句:“让思想长上翅膀”

TED是英文 Technology, Entertainment, Design三个单词的首字母缩写。每一年的三月在美国汇集众多科学家、设计师、文学家、音乐家等领域的杰出人物,在TED大会上分享他们关于科技、社会、人的思考和探索。www.TED.com

TEDx

思想是值得广泛传播的,基于这种精神,TED衍生出了TEDx项目。TEDx在世界各地举行,将TED“分享思想之美”的宗旨融汇进各地的人文生态之中,创造出不同风格和特色的地区性TED活动。今年11月13日,TEDx活动将首次在北京举行。活动围绕“发现北京”的主题,邀请不同领域的嘉宾展开探讨,分享他们各自的经历和感受,从不同的侧面展现对北京的发现和感悟。其中主题既包括有影视文化,传媒,还有自然探险,环境保护,科技创意等(更多嘉宾信息,请参见这里的更新),相信会非常值得期待。猛击此处,看看这次都有什么牛人。

看到演讲的牛人,动心了吧?再说下如何参与。现在什么活动一说邀请制,倍儿酷,比如GOOGLE WAVE,还不知道怎么玩,网上到处有人磕头要。 TEDxBJ的活动也为邀请制,今年的活动预计邀请150名听众;感兴趣,您瞅准了,在截至前赶快报名注册!另外,在您决定注册前,请一定要看几段TED视频,了解它,确信有共鸣,能把您共振了,再去注册。

Attendance registration

Only 150 seats available. Selected attendees will be notified before the event. Attendance is through application only. The link to application ishttp://www.tedxbeijing.com/attendance-application/ (english) and http://www.tedxbeijing.com/cn/canhui-baoming/ (中文报名处)

相关网站:

http://www.mobinode.com/chinese/archives/552 (chinese article中文)
http://mobinode.tv/archives/314 (video introduction to tedxbeijing in english )

www.tedxbeijing.com/speakers
www.tedxbeijing.com/cn – Chinese website中文网站
Facebook Fan Page
Twitter
LinkedIn

Money rush out of banking, and then blow up capital market

测试中文

金融类上市公司是政策保护的堡垒,事实也确实如此,今年上半年宽松的信贷政策挽救了金融机构,不良贷款率与不良贷款余额出现双降。

有人说,金融机构拯救了股市。错,是股市拯救了银行。

半年报显示,包括工商银行、中国平安、中信证券在内的16家金融类企业今年上半年共实现营业总收入4860.25亿元,合计创造净利润则高达1641.3亿元,占1057家上市公司2495.05亿元净利润的65.78%。但与以往的业绩相比,银行业绩平淡中略有下行,不是股市的什么大利好。截止8月24日,14家上市银行中,已发布半年报的有8家。其中,仅有5家银行实现了利润微幅正增长,其余3家均为负“增长”。

现在银行要靠股市来拯救。在信贷急剧扩张后,金融类股的命门在资本充足率,如果不能尽快补充资本金,银行将无米下炊。

银行股的一季报显示(除没有进行专项披露的银行外),除了建设银行的资本充足率从2008年底的12.16%提高到今年一季度的12.47%外,其他银行都有所下降,尤其是深发展A、浦发银行等中小银行,资本充足率仅为8.53%与8.72%,触及8%的底线。今年第一季度银行业新增信贷4.58万亿元,在当期补充了约500亿资本的情况下,银行业加权资本充足率依然由2008年末的12%,下降到了一季度末的9.9%。华夏银行、交通银行和民生银行的半年报显示,这3家银行2009年上半年资本充足率分别为10.63%、12.57%和8.48%,比上年度末分别下降1.04%、0.9%和0.74%个百分点。

火上浇油的是,有媒体报道,为了严防风险,银监会要求各银行将持有的其他贷款机构发行的次级债和混合债从补充资本中扣除。银监会此举是为了防止各银行之间交叉持有次级债,让风险在银行体系内部循环,报表漂亮而风险依旧。

今年以来,14家上市银行中已有11家提出了次级债发行计划,发债计划达到数千亿元,其中中行一家就提出12000亿元的次级债发行计划。据中金公司统计,当前银行体系的核心资本净额在2.35万亿元左右,银行间互持的次级债估计已达3000亿元左右,若采取追溯过去法,则14家上市银行中浦发、民生、深发展的资 本 充 足 率 将 低 于8%(分 别 为7.05%、7.91%、6.93%),招行、华夏低于10%。

如果银监会关上次级债阀门,银行不外乎三个办法解决资本金瓶颈:提高利润,减少信贷和融资再融资。

由于1个百分点的资本充足率约可支持2.3万亿元的新增信贷投放,减少信贷可以增加资本充足率,大幅减少信贷可能影响宏观经济,影响银行快速做大,因此这个消极办法银行大多不会采用;提高利润谈何容易,银行进行的自营、向企业压榨式的中间业务收入增长很高;而扩大净息差比率在短期内难以实现,可见,短期内补充资本金的惟一方式就是利用资本市场融资,进行IPO、增资扩股或者定向增发。

可爱的资本市场是阿里巴巴的神奇宝库,银行家们口中念念有辞:芝麻,开门吧。

今年7月份,深发展通过定向增发,补充资本金5.85亿元;8月13日晚,招商银行宣布计划通过A、H股同时配股融资150亿到180亿元人民币率;8月19日,民生银行发布公告,8月18日收到中国证监会行政许可申请受理通知书,发行H股已经正式获得证监会批准。据悉,民生银行拟发售H股最多不超过38.18亿股,募集资金约200亿元人民币左右;浦发银行也拟募资不超过150亿元。

其他银行利用资本市场募资也将连袂而来。根据申银万国的测算数据,若要达到12%的标准,则包括招商银行在内的七家A股上市的股份制银行共需筹集资金近800亿元。

岂止补充资本金,中国银行业之所以能在短期内做大做强,多亏剥离、注资、上市的改革三部曲。今年2月,全球银行排名榜,中国首次四家中资银行一同跻身前十,排在首位的工行的市值已经相当于9个花旗银行,目前工商银行与老二汇丰之间的市值差距已扩大一倍多,达到410亿美元。

而中国的银行业还在海外布局,虽然代价不菲,就在8月份,建设银行香港全资子公司建行亚洲拟收购美国国际信贷(香港)有限公司(AIGF)全部股份。资金从何而来,巨大的赢利,还有取之不尽的资本市场。

对于A股市场的投资者而言,惟一可以松口气的是,幸亏这些银行不全在内地市场吸血,他们是国际性公司。货币注水是全球现象,不是吗?如果这些银行都是如金融危机之前汇丰这样年年分红的诚实大笨象,A股的投资者实在是太幸福了。可惜,梦想照不进现实。等吧。注:最近一直在考虑,在中国,股市与信贷本质上是一回事。

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Money rush out of banking, and then blow up capital market

测试中文

金融类上市公司是政策保护的堡垒,事实也确实如此,今年上半年宽松的信贷政策挽救了金融机构,不良贷款率与不良贷款余额出现双降。

有人说,金融机构拯救了股市。错,是股市拯救了银行。

半年报显示,包括工商银行、中国平安、中信证券在内的16家金融类企业今年上半年共实现营业总收入4860.25亿元,合计创造净利润则高达1641.3亿元,占1057家上市公司2495.05亿元净利润的65.78%。但与以往的业绩相比,银行业绩平淡中略有下行,不是股市的什么大利好。截止8月24日,14家上市银行中,已发布半年报的有8家。其中,仅有5家银行实现了利润微幅正增长,其余3家均为负“增长”。

现在银行要靠股市来拯救。在信贷急剧扩张后,金融类股的命门在资本充足率,如果不能尽快补充资本金,银行将无米下炊。

银行股的一季报显示(除没有进行专项披露的银行外),除了建设银行的资本充足率从2008年底的12.16%提高到今年一季度的12.47%外,其他银行都有所下降,尤其是深发展A、浦发银行等中小银行,资本充足率仅为8.53%与8.72%,触及8%的底线。今年第一季度银行业新增信贷4.58万亿元,在当期补充了约500亿资本的情况下,银行业加权资本充足率依然由2008年末的12%,下降到了一季度末的9.9%。华夏银行、交通银行和民生银行的半年报显示,这3家银行2009年上半年资本充足率分别为10.63%、12.57%和8.48%,比上年度末分别下降1.04%、0.9%和0.74%个百分点。

火上浇油的是,有媒体报道,为了严防风险,银监会要求各银行将持有的其他贷款机构发行的次级债和混合债从补充资本中扣除。银监会此举是为了防止各银行之间交叉持有次级债,让风险在银行体系内部循环,报表漂亮而风险依旧。

今年以来,14家上市银行中已有11家提出了次级债发行计划,发债计划达到数千亿元,其中中行一家就提出12000亿元的次级债发行计划。据中金公司统计,当前银行体系的核心资本净额在2.35万亿元左右,银行间互持的次级债估计已达3000亿元左右,若采取追溯过去法,则14家上市银行中浦发、民生、深发展的资 本 充 足 率 将 低 于8%(分 别 为7.05%、7.91%、6.93%),招行、华夏低于10%。

如果银监会关上次级债阀门,银行不外乎三个办法解决资本金瓶颈:提高利润,减少信贷和融资再融资。

由于1个百分点的资本充足率约可支持2.3万亿元的新增信贷投放,减少信贷可以增加资本充足率,大幅减少信贷可能影响宏观经济,影响银行快速做大,因此这个消极办法银行大多不会采用;提高利润谈何容易,银行进行的自营、向企业压榨式的中间业务收入增长很高;而扩大净息差比率在短期内难以实现,可见,短期内补充资本金的惟一方式就是利用资本市场融资,进行IPO、增资扩股或者定向增发。

可爱的资本市场是阿里巴巴的神奇宝库,银行家们口中念念有辞:芝麻,开门吧。

今年7月份,深发展通过定向增发,补充资本金5.85亿元;8月13日晚,招商银行宣布计划通过A、H股同时配股融资150亿到180亿元人民币率;8月19日,民生银行发布公告,8月18日收到中国证监会行政许可申请受理通知书,发行H股已经正式获得证监会批准。据悉,民生银行拟发售H股最多不超过38.18亿股,募集资金约200亿元人民币左右;浦发银行也拟募资不超过150亿元。

其他银行利用资本市场募资也将连袂而来。根据申银万国的测算数据,若要达到12%的标准,则包括招商银行在内的七家A股上市的股份制银行共需筹集资金近800亿元。

岂止补充资本金,中国银行业之所以能在短期内做大做强,多亏剥离、注资、上市的改革三部曲。今年2月,全球银行排名榜,中国首次四家中资银行一同跻身前十,排在首位的工行的市值已经相当于9个花旗银行,目前工商银行与老二汇丰之间的市值差距已扩大一倍多,达到410亿美元。

而中国的银行业还在海外布局,虽然代价不菲,就在8月份,建设银行香港全资子公司建行亚洲拟收购美国国际信贷(香港)有限公司(AIGF)全部股份。资金从何而来,巨大的赢利,还有取之不尽的资本市场。

对于A股市场的投资者而言,惟一可以松口气的是,幸亏这些银行不全在内地市场吸血,他们是国际性公司。货币注水是全球现象,不是吗?如果这些银行都是如金融危机之前汇丰这样年年分红的诚实大笨象,A股的投资者实在是太幸福了。可惜,梦想照不进现实。等吧。注:最近一直在考虑,在中国,股市与信贷本质上是一回事。

Stock