Social Shopping in China

MARCH 6, 2008

User-generated content is having an even stronger impact on Chinese purchasing behavior than it has on US buyers, according to a November 2007 Netpop report.

Nearly one-half of all Chinese broadband users have posted a comment to a blog, forum or chatroom, compared with only 28% of US broadband users.

In China, 58% of all purchase decisions were influenced by user-generated content such as consumer reviews and rating sites, forums and discussion boards, blogs and other UGC.

In the US, only 19% of purchase decisions were influenced by user-generated content.

Search engines were still more influential, according to the study. Among Chinese broadband users, 46% used a search engine to make purchase decisions, compared with 25% of US broadband users.

What is the Universal Blogging Language?

DECEMBER 10, 2007

Judging by the sheer number of posts, it's Japanese.

Frequent blogging —often by commuters on mobile phones— has the Japanese the most prolific posters in the world. More blog posts were made in Japanese than English during the past three years, according to Technorati data cited in a Washington Post article.

That is despite the almost 5:1 ratio of English to Japanese speakers worldwide.

The Post article said that the Japanese tended to write shorter and more frequently than US bloggers, and that the Japanese often posted anonymously.

"Behavior is more important than technology," said Joichi Ito of Technorati, in the article. "In Japan, it is not socially acceptable to pursue fame."

The Japanese were about five times as likely as Americans, the British or the French to read blogs weekly, but far less likely to act on what they read, according to Edelman data.

need something more entertaining in life.

feel like so many things on the plate but on one is really exciting to me, feeling something is missing.

motivation? I’m driven by sales, but all those leads are still in the air.

desire? my desire needs to be frozen in a way that keep me function normally.

craving for something new..

幹~

惹到髒東西…

追逐.

又去了那個地方, 想試試看運氣.

曾在那邊轉角遇到愛, 也曾轉角遇到賽.

總是有那麼幾件事情, 會不小心從記憶中跑出來;

有點累了..

如果不管再怎麼小心翼翼, 我還是從鋼索上跌了一下來,

這次我身上甚麼安全帶都沒有..

今天看到一張照片

it was so ironic. I and that one were in the same photo although we were not in the same table.

well, feel….disgusting.

clean face..

長髮時..

有些很討厭的聲音真的不想聽到

很不想看到的簡訊真的很不想看到

討厭的名字  跟著一堆討厭的記憶..

在訝異朋友怎麼可以被另一個人欺負的那麼慘

想想 自己也曾經那樣白癡和不值

過往, 我沒那麼討厭或噁心過一個人.

get out off my life you shitty shit

working on a sales kit recently.

Your sales kit contains information that will help you sell your show to the presenter. 

@ What others have said  Copies of reviews, testimonials from other presenters or well known artists from your field and letters of support from other presenters are all valuable promotional tools.

@ Collateral samples  If you already have the poster and flayer for this performance, include them.  If not, provide samples of materials from past performances.

@ Basic technical information  Do not provide a lengthy list of technical requirements in your sales kit 

@A business card  It is important that you give the presenters your contact information in coherent form.

1. A difference page (what makes you stand out - not what you do but the way you do it that makes you special)
   2) a list of products and services
   3) case studies
   4) testimonials
   5) process description (how you work your magic)
   6) your story (if it's compelling, tell it!)
   7) FAQs
   8) checklists or helpful tools (like worksheets or calculators)

"The Vanguard Demo Disk -- It only takes a couple of minutes to install. And as you 'walk through' the demo you'll begin to get an idea of how Vanguard can benefit your organization in ways that other accounting programs can't.

am writing the sales kit for an Internet brand development company. We will be giving it to prospective clients. I have included the following:

1) Cover page

2) Company overview

3) Product sheets for each of our 4 major services

4) Client case studies

5) Price list

6) Contacts

Purchasing client, methods, Need Help? We help you to set up a distribution channel.

其實很心寒….

身體累了 腦子呆了  心空了..

笨蛋,…這樣值得嘛?

absolutely not. you dont know what you are losing…

do you know what i less like? answer: 身體累了 腦子呆了  心空了..

其實真的很心寒.

ai ya~ Mickey is bullying me…

cc…thanks Cindee, for giving this new friend to me.

shu~~ what a week.

so tried..

time to take a good sleep..

2009, 對我來說真是霹靂火的一年, 遇到令人難忘的人, 遇到讓我很痛苦的人, 做了讓別人很難忘的事, 給了別人很痛苦的回憶.

結束了一些東西, 也開始了一些事情.

拿到了MBA, 開始了第一份在溫哥華的工作, 做完了一個project, 和老闆閃電說再見, 然後參加了同學的start up.

做了第一個 real case, 然後遇到一個可以作品牌的機會, 遇到了神奇的兩位老先生, 一個給了我機會, 一個給了我勇氣;

找回了高中的幾個好朋友, 解開了很多高中時懵懂的謎;

被relationship狠狠地嚇到時, 卻遇到了一個溫暖足以融化我所有恐懼的心, 一個我想在一起好久好久的人.

跟媽媽說了最心底的話, 也終於讓她知道我有多在乎她的想法; 有機會可以罩妹妹, 跟她說你好好專心在自己喜歡的東西,

有機會讓她知道她的天賦是多麼可貴有價值;

狂玩了一場, 傷得遍體麟傷的時候學會”原來自己不用也不是那麼tough" ; 發現原來自己是沒有安全感, 所以超獨立;

學會了愛人, 所以願意接受對方的付出; 一直以為自己超漂泊, 卻動了想定下來的念頭.

感謝讓我很痛苦的人事物, 因為我學會 how to be a better person.

I’m looking forwards to embracing 2010. I know it’s a crucial year for me in any aspect.

不管如何, 有一點不會變, 我想要的事情, 我一定會讓它發生  (一種莫名奇妙來的自信, 33年沒變過, 嘿嘿嘿)

今天翻到以前的備份檔案

2007年5月在四川玩的我

2008/1在溫哥華家油漆的我

2008-04在UBC 圖書館每天K書到閉館的我

2008 summer在US Denver的我

2008 summer 在Tonron機場準備迎向巴西實習的我

2008 Sep 在巴西穿得人模人樣工作的我

2009 Feb 在溫哥華IT上班 小兵乙名的我

2009 March 傷心地把台灣公司結束掉的我

2009 April 在上海五星級飯店放大假的我

2009 May 在香港玩很瘋的我

2009 July 終於逃出校園的我

2009 summer at LA airport一整個很想死的我

2009/12的我

----------------

2010的我會怎樣呢?

就像我說的”When I read a Horoscope prediction,
the only criterion of a reliable and accurate one is whether it states 2010 is Virgo's year.”

一定會是超幸福的我啦~~~~

今天無意間晃到朋友的某篇blog entry, 雖然她沒有指名道姓講到底是誰,又發生甚麼事情.

不過,我卻看得心有戚戚焉; 還好, 妳是個還算sensitive的人, 並沒有完全沒發現真的有這樣的人在你身邊.

看到你的entry, 我想你知道了;

每個人都有自己想要的東西, 就原諒她的吃相難看吧. 好好過自己的日子:)

you couple have my best wishes.

hot….

口….口水真的快流下來了…

1. Pick good cofounders.
Cofounders are for a startup what location is for real estate. You can change anything about a house except where it is. In a startup you can change your idea easily, but changing your cofounders is hard. [1] And the success of a startup is almost always a function of its founders.

2. Launch fast.
The reason to launch fast is not so much that it's critical to get your product to market early, but that you haven't really started working on it till you've launched. Launching teaches you what you should have been building. Till you know that you're wasting your time. So the main value of whatever you launch with is as a pretext for engaging users.

3. Let your idea evolve.
This is the second half of launching fast. Launch fast and iterate. It's a big mistake to treat a startup as if it were merely a matter of implementing some brilliant initial idea. As in an essay, most of the ideas appear in the implementing.

4. Understand your users.
You can envision the wealth created by a startup as a rectangle, where one side is the number of users and the other is how much you improve their lives. [2] The second dimension is the one you have most control over. And indeed, the growth in the first will be driven by how well you do in the second. As in science, the hard part is not answering questions but asking them: the hard part is seeing something new that users lack. The better you understand them the better the odds of doing that. That's why so many successful startups make something the founders needed.

5. Better to make a few users love you than a lot ambivalent.
Ideally you want to make large numbers of users love you, but you can't expect to hit that right away. Initially you have to choose between satisfying all the needs of a subset of potential users, or satisfying a subset of the needs of all potential users. Take the first. It's easier to expand userwise than satisfactionwise. And perhaps more importantly, it's harder to lie to yourself. If you think you're 85% of the way to a great product, how do you know it's not 70%? Or 10%? Whereas it's easy to know how many users you have.

6. Offer surprisingly good customer service.
Customers are used to being maltreated. Most of the companies they deal with are quasi-monopolies that get away with atrocious customer service. Your own ideas about what's possible have been unconsciously lowered by such experiences. Try making your customer service not merely good, but surprisingly good. Go out of your way to make people happy. They'll be overwhelmed; you'll see. In the earliest stages of a startup, it pays to offer customer service on a level that wouldn't scale, because it's a way of learning about your users.

7. You make what you measure.
I learned this one from Joe Kraus. [3] Merely measuring something has an uncanny tendency to improve it. If you want to make your user numbers go up, put a big piece of paper on your wall and every day plot the number of users. You'll be delighted when it goes up and disappointed when it goes down. Pretty soon you'll start noticing what makes the number go up, and you'll start to do more of that. Corollary: be careful what you measure.

8. Spend little.
I can't emphasize enough how important it is for a startup to be cheap. Most startups fail before they make something people want, and the most common form of failure is running out of money. So being cheap is (almost) interchangeable with iterating rapidly. [4] But it's more than that. A culture of cheapness keeps companies young in something like the way exercise keeps people young.

9. Get ramen profitable.
"Ramen profitable" means a startup makes just enough to pay the founders' living expenses. It's not rapid prototyping for business models (though it can be), but more a way of hacking the investment process. Once you cross over into ramen profitable, it completely changes your relationship with investors. It's also great for morale.

10. Avoid distractions.
Nothing kills startups like distractions. The worst type are those that pay money: day jobs, consulting, profitable side-projects. The startup may have more long-term potential, but you'll always interrupt working on it to answer calls from people paying you now. Paradoxically, fundraising is this type of distraction, so try to minimize that too.

11. Don't get demoralized.
Though the immediate cause of death in a startup tends to be running out of money, the underlying cause is usually lack of focus. Either the company is run by stupid people (which can't be fixed with advice) or the people are smart but got demoralized. Starting a startup is a huge moral weight. Understand this and make a conscious effort not to be ground down by it, just as you'd be careful to bend at the knees when picking up a heavy box.

12. Don't give up.
Even if you get demoralized, don't give up. You can get surprisingly far by just not giving up. This isn't true in all fields. There are a lot of people who couldn't become good mathematicians no matter how long they persisted. But startups aren't like that. Sheer effort is usually enough, so long as you keep morphing your idea.

13. Deals fall through.
One of the most useful skills we learned from Viaweb was not getting our hopes up. We probably had 20 deals of various types fall through. After the first 10 or so we learned to treat deals as background processes that we should ignore till they terminated. It's very dangerous to morale to start to depend on deals closing, not just because they so often don't, but because it makes them less likely to.
Having gotten it down to 13 sentences, I asked myself which I'd choose if I could only keep one.
Understand your users. That's the key. The essential task in a startup is to create wealth; the dimension of wealth you have most control over is how much you improve users' lives; and the hardest part of that is knowing what to make for them. Once you know what to make, it's mere effort to make it, and most decent hackers are capable of that.
Understanding your users is part of half the principles in this list. That's the reason to launch early, to understand your users. Evolving your idea is the embodiment of understanding your users. Understanding your users well will tend to push you toward making something that makes a few people deeply happy. The most important reason for having surprisingly good customer service is that it helps you understand your users. And understanding your users will even ensure your morale, because when everything else is collapsing around you, having just ten users who love you will keep you going.