FG謝攸升的經營模式（數位時代）

以下資料來自摘要數位時代雜誌報導

一九九七年謝攸升，找了幾個實踐大學服裝系同學一起架網站，把逛街的心得、折扣資訊放到FashionGuide

最初的經營模式是在網路上提供單向的資訊給網友，在2000年網路泡沫化後倒閉，他把辦公室遷回自己家裡的臥房。

「環境逼迫我們開始做社群，這是一個最好的重新出發。」謝攸升下了這樣的結論。於是FashionGuide從架設討論區開始，讓網友提供資訊，開發專屬的討論區、留言版功能，除了可參與投票服務、千人市調大隊串聯，又可以為廣告主量身訂做，營運漸漸從谷底爬升，並開始獲利。

 謝攸升請來昔日大學同學張倫維擔任業務總監，決定自己經營網路廣告。 張倫維和謝攸升看準了「情報可以左右產品銷量」的網友集結力量，可以讓眼中只有收視率、數據、刁鑽至極的美容廠商願掏腰包買廣告，於是FashionGuide決定推出新的網路廣告行銷模式，凸顯網友的參與力和影響力。 

FashionGuide在二○○六年推出的千人市調大隊，篩選出多名資深會員，試用新上市的美容產品，在網路上發表使用意見，無論好壞都在未經編輯的情況下公布。 
這個服務推出後，受到網友熱情的支持，不但讓許多常上站的網友努力發言、參與討論，以爭取資深會員的身分，也因為試用報告的真實性，增加瀏覽人次。對廠商來說，試用報告的口碑效益不可輕忽。 
市調大隊衍生的商機還不只於此，美容雜誌如《儂儂》、《茉莉美人》看準試用報告的內容，提出在雜誌上使用FashionGuide投票評鑑與試用報告的合作需求。美容產品業者也在新產品推出時，在產品上貼上「ＦＧ特優」的標章，以強調網友試用口碑。 
張倫維說：「一個產品的好壞不該來自行銷，而應訴諸產品本身的優劣。」網友張卓婷就表示，她還是學生，在預算考量下，購物必須精打細算，FashionGuide網站提供了她所需資訊，她也參加了兩次市調大隊，拿試用品寫評鑑，對她來說有服務網友的感覺。 
廠商送來試用品供會員試用，被票選「特優」產品將公布並發給授權「特優」標章，讓廠商貼在產品上販賣。而評價差的，只能以傳統的方式（販售banner、button）方式來行銷。 
若產品評價好等於有數百網友背書，比明星代言更真實，因此形成得獎產品大賣、廠商願意下廣告、消費者得到網友情報的三贏局面。 
曾有廠商提出「我給你六十萬，你給我特優標章」的要求，但張倫維拒絕這種非公正性的交易。同時也針對網友設計更多防弊措施，以免廠商上網灌票或惡意亂評。 
謝攸升說：「FashionGuide希望在消費者與廠商之間扮演美麗的均衡。」在網路虛虛實實的世界，「公正」是消費者最想聽到的心聲。 


網站檔案 
創辦人：謝攸升 
網址：www.fashionguide.com.tw 
創站時間：1997年 
損益平衡的時間點：2006年（待確認） 
每月營收：新台幣300萬元 
Alexa流量排行：4035（2007/03/23） 

economist 報導行動廣告未來趨勢

The next big thing

Marketers hail the mobile phone as advertising's promised land

Oct 4th 2007 | From the print edition

ADVERTISING on mobile phones is a tiny business. Last year spending on mobile ads was $871m worldwide according to Informa Telecoms & Media, a research firm, compared with $24 billion spent on internet advertising and $450 billion spent on all advertising. But marketing wizards are beginning to talk about it with the sort of hyperbole they normally reserve for products they are paid to sell. It is destined, some say, to supplant not only internet advertising, the latest fad, but also television, radio, print and billboards, the four traditional pillars of the business.

At the moment, most mobile advertising takes the form of text messages. But telecoms firms are also beginning to deliver ads to handsets alongside video clips, web pages, and music and game downloads, through mobiles that are nifty enough to permit such things. Informa forecasts that annual expenditure will reach $11.4 billion by 2011. Other analysts predict the market will be as big as $20 billion by then.

The 2.5 billion mobile phones around the world can potentially reach a much bigger audience than the planet's billion or so personal computers. The number of mobile phones in use is also growing much faster than the number of computers, especially in poorer countries. Better yet, most people carry their mobile with them everywhere—something that cannot be said of television or computers.

Yet the biggest selling point of mobile ads is what marketing types call “relevance”. Advertisers believe that about half of all traditional advertising does not reach the right audience. Less effort (and money) is wasted with online advertising: half of it is sold on a “pay-per-click” basis, which means advertisers pay only when consumers click on an ad. But mobile advertising through text messages is the most focused: if marketers use mobile firms' profiles of their customers cleverly enough, they can tailor their advertisements to match each subscriber's habits.

Source: economist
http://www.economist.com/node/9912455

How to build up business model & strategy?

How to build up business model & strategy?
1. Business model: value chain.[價值主張] to[通路] to [客戶關係] & [客戶區隔] to[收入]
[價值主張] from [產出活動] from [夥伴關係] & [關鍵資源] from[成本]
2. Major building blocks:
[價值主張] Value proposition: 哪些差異化屬性? 哪些產品或服務滿足那些客戶需求? 自己或外包或策略合作提供新價值?
[客戶區隔] Customer segment: 哪些區隔特性? 每個的獲利性與成長性?
[客戶關係] Customer relationship: 客戶的關係強度? 掌握的資訊深度與個人化程度? 客戶分級? 不同級客戶所花的時間與成本? 忠誠度管理?
[通路] Channel: 哪些溝通與接觸管道? 通路運作的成功率與效率? 通路整合程度? 給那些客戶/產品? 低貢獻客戶低通路成本?
[收入] Revenue stream: 每個區隔的訂價與收入佔比? 永續性? 過度依賴少數來源? 交叉銷售? 開發新收入來源?
[關鍵資源] Key resource: 你擁有哪些能力/資源(質與量)? 給那些客戶/產品或行動? 浪費資源在不重要處? 哪些可以節省或取代? 還需要取得哪些?
[產出活動] Key activities: 你有從事哪些活動(生產研發設計)? 為那些產品/客戶? 活動的成效? 那些自做或外包? 那些可精簡?
[夥伴關係] Partner network: 哪些夥伴/供應商? 創造那些價值給那些客戶/產品? 依賴度? 關係深淺? 是敵是友?
[成本] Cost structure: 成本主要花在那些資源/行動? 一次性投資或經常性費用? 與那些區隔/產品/收入相關? 如何精實(lean)?
3. Strategy linking these building blocks:
[Arena] : 那些 [價值主張] 給那些 [客戶區隔]? 獲取那些 [收入] ?
[Vehicle] : 如何取得 [關鍵資源] 或 [夥伴關係]? 需投入哪些 [成本] ?
[Differentiator] : 如何創造差異化的 [價值主張] ? 有差異化的 [通路]、[產出活動] 或 [客戶關係/體驗]?
[Staging] : 如何快速且有效達成?
[Economic Logic] : 從[收入] 與 [成本] 計算ROI。
4. Strategy follows the three steps.
Where am I? ;
Where do I want to go?
Which way do I need to go to get there?
5. Process of going for growth strategy and business model:
[清楚了解現況包括BM(商業模式)]
[思考期望的遠景]
[深入檢討每個building block]
[分析每個block的強處與弱點]
[分析機會點與改善空間]
[設定幾個可能選項]
[評估改變後的整體利益]
[決定最佳途徑]
[執行改變的BM]。

Source: D.C.Hambrick <5 element strategy>; A. Osterwalder <9 building blocks of business model>

當責_張文隆演講

This is the summary of a speech I listened to today. It is interesting!
Accountability is a basic concept and powerful tool to manage self, lead team or orga, execute and get results! It is important to get results rather than to get reasons or excuses.
For example, NTU adopts accountability as its core value. TAIDA:Teamwork, Accountability, Integrity, Diligence, Ambition!
Accountability is not responsibility. The former is committed to others and accountable for results, but the latter is committed to oneself and responsible to the execution of his given task. The former has the obligation to deliver the outcome （积效）not only output（苦劳）, but the latter has obligation to act or product the output.
The responsibilty covers oneself territory, but the accountability covers white space beyond responsible territory.
Key summary of the speech:
3P: purpose-clarify role and responsibility; process-essense, structure, application & tool (ARCI); products-communication, building and application of accountability.
ARCI model of organization accountability owns 4 roles: accountable people, responsible people, consulted people and informed people. People A is the owner holding full accountability. He should command and cover all the progression of people Rs who are the doers. People C may be the boss who sets the goal and makes the decision for people A. People Is may be the downstreams to be informed after a decision is made.
Personal accountability is a passion to do more to get results. The passion will encorge anyone to cover white area and mind other's business as his own business.
Accountability factor will be enlarged by multiple times.
If anyone has less accountability in job, he may have less accountability in his family and his social relationship. If his accountability factor is 0.6 in job, family, personal growth and so on, its accountability will become 0.6x0.6x..... The result will become empty. Finally, the person will take his victim and ask "why me"?
If anyone will not like to become a victim in the long run, he must take accountability from the beginning. That is, anyone should be responsible to his current and future situation. Any failure or frustraction must happen due to his lower accoutability level before.
To sum up, anyone should be accountable for his organization, team and himself. The objective of accountability is to get results. Without any excuses or reasons, anyone must get results! That is it!

財富第五波

自我推銷:
–創造存在價值，建立人脈與口碑的網路
–創造健康、財富、處世的議題，寫成文章與朋友分享
•澄澈心靈:
–講得出一番道理，想得出一套邏輯
•力行養生:
–早睡晨起、運動保健、健康飲食、調理心情
•樂觀助人:
–幫助別人、關心大家的事、保持好奇的心

•讀完「財富第五波」

Disruptive innovation

在佛羅里達: 克里斯汀生演講破壞式創新。 大師講的精髓是: innovate in the part of customer need that is not good enough.

創新技術，有2個可能，進入低階市場或全新應用的市場。

 The concept came from the book: Innovator's dilemma. The content of the book is as below.

CONTENTS
In Gratitude.......................................................vii
Introduction........................................................ix
PART ONE: WHY GREAT COMPANIES CAN FAIL...............................1
1 How Can Great Firms Fail? Insights from the Hard Disk
Drive Industry...................................................3
2 Value Networks and the Impetus to Innovate....................29
3 Disruptive Technological Change in the Mechanical
Excavator Industry..............................................61
4 What Goes Up, Can't Go Down...................................77
PART TWO: MANAGING DISRUPTIVE TECHNOLOGICAL CHANGE..................97
5 Give Responsibility for Disruptive Technologies to
Organizations Whose Customers Need Them........................101
6 Match the Size of the Organization to the Size of the
Market.........................................................125
7 Discovering New and Emerging Markets.........................147
8 Performance Provided, Market Demand, and the Product
Life Cycle.....................................................165
9 Managing Disruptive Technological Change: A Case Study.......187
10 The Dilemmas of Innovation: A Summary.......................207
Index..............................................................213
About the Author...................................................227

Yahoo! Go for Mobile 2.0

Yahoo issued a slew of press releases today, at CES, all about their mobile Internet services. The main news is the launch of Yahoo! Go for Mobile 2.0 (now available for java-based handsets) and Yahoo! oneSearch. This comes on the back of recent initiatives by Google, which appears to be leading the Mobile Internet and search space right now - over half of US users go to Google for mobile search, according to M:Metrics, with Yahoo in second place. So, not to be outdone, Yahoo has ramped up its Go brand for mobile and introduced the new oneSearch product - which essentially creates an on-the-fly portal page for each search query.

Yahoo also made several joint announcements with key operator and device manufacturer partners, related to the two product launches: with Nokia, Opera, Blackberry (RIM), Samsung and 3 Group. In addition, Yahoo says it is working with Sony on a release for "BRAVIA Internet Video Link", one of Sony's new digital home initiatives.

Go 2.0 beta

The launch of the beta version of Yahoo! Go for Mobile 2.0 introduces a new mobile-optimized search UI and product design. The main design feature is the iPod-like "carousel", which allows you to navigate around the various Yahoo! Go widgets.

The Yahoo! Go 2.0 beta is being promoted via a partnership with Motorola's new MOTORAZR maxx V6 and MOTORAZR V3xx devices. Beginning in the first half of 2007, Yahoo! Go 2.0 will be pre-loaded on select new mobile devices from Motorola. Yahoo! Go 2.0 is also available to download onto "more than 70 other mobile devices from major manufacturers worldwide and use it on most wireless networks."

oneSearch

As of now, Yahoo! oneSearch is available only on the Yahoo! Go for Mobile 2.0 beta. However according to the press release, by the end of January 2007 Yahoo! plans to have oneSearch available across all their Mobile Web and SMS services. As well, Yahoo! oneSearch will roll out in additional country and language versions in the coming months. More details at the Y! Search Blog.

Mobile Internet Search Hots Up

As mentioned at the top of this post, Google is currently leading the charge in the Mobile Internet search space, with various international mobile deals inked (particularly inn Asia, where mobile is very big) and an apparent lead in the behind-the-times US mobile market. So these announcements by Yahoo are in a sense a game of catch-up, at least in public perception. Expect there to be many more announcements and improvements in mobile search before the year is out though, from Yahoo, Google and MSN.

Source: http://readwrite.com/2007/01/08/yahoo_mobile_ces07#awesm=~opfWDUEfJL0NRd

天使之卵

這個故事是很典型的日本小說，情節中有日本男女關係的複雜，日本女人內心的愛與不愛的掙扎，強迫症或憂鬱症的精神疾病等等。看這個電影，心情好不起來，倒是可以欣賞美美的日本女星小西真奈美（飾演五堂春妃）與澤尻繪里香（飾演真藤夏姬）。
故事從夏姬與步太（市原隼人飾）這對高中戀人說起，他們倆原本是對戀人，但某一天步太在火車上遇到春妃，春妃的美被步太驚為天人，步太病態地暗戀春妃，甚至開始尋找春妃並憑印象素描春妃。
步太的爸因為強迫症而住在療養院長達十年之久，當步太到療養院探親他爸時，碰到春妃，原來春妃是個精神科醫師，這時剛轉調過來，並且成為步太他爸的主治醫師。步太遇到春妃後，極盡所能的追求春妃，但是春妃告訴步太，她是夏姬的姊姊，她已經結婚了。病態的步太卻專注地想畫出更美的春妃，心中的期待是擁有春妃，在擁有之前，他已經失去繪畫的動力。同時他不再對夏姬存有任何感情。
春妃對步太的爸病情診斷，建議他應該回家過天倫生活，她認為這樣對病人病情有幫助但是步太的爸回家不久就跳樓自殺了。這事讓春妃產生自責，也想起她那個畫家老公跳樓自殺的傷心事。
步太面對春妃的自責，趁機填補了春妃的心靈空虛，春妃則陷入道德的掙扎，是為她自己的幸福，還是搶奪她妹妹喜歡的男友。最後她被步太的主動所征服，卻陷入內心的更深的糾纏不清。
春妃懷孕了，她不能原諒自己，她因為服用過多的鎮靜劑，嬰兒流產了，她也死了。
步太在春妃死後，終於找回他的靈感，也終於完成對春妃的素描。

天使

天使」是一部無厘頭的喜劇，穿插著都會生活裡許多人的苦悶與。人際間的隔閡，例如單親母女間的隔閡、思春宅男與失戀宅女的苦悶、離婚帶小孩的單親父親與一位不喜歡小孩的圖書館員間的愛情，還有高中女校同學間的爭風吃醋或看不順眼。這些平凡日常的人際關係，只要一點催化劑，可能變得更好也可能變得更糟，例如單親父親可能為了小女孩而疏遠了圖書館員，而圖書館員也可能只在一念之間就喜歡上小女孩，這時候就需要天使，天使撮合了一對佳偶與新的家庭。例如幾個原本格格不入的高中女生，因為有了天使，他們敞開心胸去接受原本來自不同生活環境的朋友，也開始去學習別人的優點。一個思春木訥的宅男，因為天使的出現，改變他對女性的態度，也透過主動關心，而與一位陌生的失戀宅女相識相戀。一方面，當我看這部電影時，我是個旁觀者，我從高處看這些平凡的生活。我猛然發現，許多容易被我們忽略的平凡動作，卻可能是一楨楨美麗而有故事性的照片。那怕只是一段經常與家人散步經過的街景，街景裡有熟悉的身影，那就是美麗。或是星期天早晨陽光灑落的客廳，與家人朋友坐在沙發上，吃水果聊聊天，那也是一幅美景，人生都是緣份，只要打開自己的心胸，為別人多想一些，不必等到天使降臨，許多潛在的遺憾或衝突，反而可能變成美好的回憶。這是一個無厘頭的電影，但也因為他的生活化與無厘頭，更令人無壓力的反省與欣賞。由深田恭子主演。

女王與黛妃

這部電影採用近似戲謔的方式，諷刺英國王室面對黛安納王妃車禍過世時，表現出來的傲慢與封閉。英國首相布萊爾雖然處理的很好，電影中卻把他的表現演成彷彿小丑一般。

然而故事中也有可取得地方，例如布萊爾三番兩次向女王建言，他的表現，頗為符合管理學的向上管理技巧。

故事情節:

On Aug 30 of 1997, at the Saturday mid-night, Diana died.
Sunday morning,
Blaire called Queen who was taking vacation outside London.
Many residents came to Palace to put flowers.
Blaire gave a speech to appeal that Diana was the People’s princess.
Prince Charles brought back Diana’s body by Air Royal One.
Monday,
Royal affairs decided to hold a public funeral on next Saturday.
Queen thought what was the definition of “a good mother”, after she talked with Prince Charles.
Tuesday,
People claims Palace to hold half flag for Diana. Royal did not think so.
Wednesday,
Blaire called Queen that she should come back to London and Palace should hold a half flag, and Queen did not agree.
Blaire was smart enough not to argue with Queen and said he would support any decision that Queen made.
Queen said she understood the characters of English, so she emphasized dignity and gravity.
Queen drove a jeep outside and her jeep broke out on a stream. She felt helpless and thought the words of Blaire.
Thursday,
News Headline: Where is our Queen and where is her flag?
The poll survey showed that 70% of people supported to abandon the kingdom constitution and 25% of people supported to stop the royal family.
Blaire called Queen that she should come back to London soon, hold the half flag, come to see Diana and give an open speech.
Queen hesitated and then agreed.
Friday,
Queen came to Palace to see the crowd and gave a public speech.
In her speech, she showed her empathy of people’s grief and she invited every people to attend the funeral of Diana on Saturday.
Debrief the story as two topics. First, politicians should know and follow what most people care and want. Secondly, the society is so realistic that people will disgust you with a little fault even though you have had greatest contribution since before.

SOAR

S.O.A.R.model to describe accomplishment.
•"S" or the Situation:

–The situation (briefly) provides the context for the specific accomplishment you want to talk about.

•"A" or the Actions:
–The actions describe specific actions you took to remedy the situation or capitalize on the opportunity.
•"R" or the Results:
– the probable results
•"O" or the Obstacles:
–The obstacle describes why the situation was particularly problematic or thorny. It describes why your accomplishment deserves even greater kudos.of of your accomplishment is in the results. This is where the value of your solution is demonstrated.

SQ $ more creative

10 Locks to creative thinking:
1. The Right Answer ;
2. That's Not Logical ;
3. Follow the Rules ;
4. Be Practical ;
5. Play Is Frivolous ;
6. That`s Not My Area
7. Avoid Ambiguity ;
8. Don't Be Foolish
9. To Err Is Wrong ;
10.I'm Not Creative
•跳出來重新思考
–A WHACK ON THE SIDE OF THE HEAD :


SQ(spiritual intelligence 精神智能)
–How You Can Be More Creative, Von Oech (1983),
–Vision (格局要大，設定產業的標竿)
–Holism (全面性考量，不要零散)
–Field independent (專業性判斷，不人云亦云)
–Asking fundamental “why” question (反省)
–Reframing (突破窠臼，開拓新機會)
–Using & thriving on adversity (逆境成長)
•By Dana Zohar