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Archive for 十二月 2007

輕鬆用Photomatix做出HDR

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轉載自:http://blog.yam.com/paul8784/article/13013141

以下是簡單的示範教學:
一般我都是用包圍曝光,0EV +-1or2來拍攝,儲存為raw格式.架是一定需要的,快門線可不用.

攝畫面盡量以不會動的目標為佳,以免鬼影幢幢.

現在以下面張圖作為教學

0EV

-2EV

+2EV


開啟Photomatix程式–>HDR–>點選Generate(產生圖像)

Browse–>選擇要處理的圖像–>開啟

中間第一個選項要打勾(預設是有打勾),作用消除鋸齒狀–>OK

程式開始處理合成照片,依您電腦速度,所需時間不同(我的是要跑一下拉~)

跑完!初步完成~可是怎會這副模樣! 別緊張繼續看下去~

HDR–>點選Tone Mapping(色調)

嘿嘿!這樣才像是人在看的麻~

這裡是調整色調的控制畫面,

strength=光線強度
saturation=色彩飽和度
Light Smoothing=光線的平穩度(就是5種模式)
Luminosity=光度

底下的4個選單就自己玩玩,不做翻譯了~

調整–>OK–>儲存

完成後先別急著關閉Photomatix,去看看剛剛完成的作品,

若不滿意,請回Photomatix程式.
HDR–>Undo Tone Mapping–>Tone Mapping–>重新做調整.


以上為凸顯HDR後製能力,色調的比較重,您可依自己所需做修改!

廣告

Written by chin7

十二月 18, 2007 at 6:27 下午

張貼於images, softwares

Tagged with ,

— 這樣的故事能感動到1200萬人…?

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剛看完由三浦春馬和新垣結衣主演的<戀空>.
沒錯畫面是拍得挺唯美的(有點像不能說的秘密),
而且男女主角也漂亮,
但劇本故事真是濫到不能…根本就只是在膚淺地煽情.
不過聽說是作者改編自己的故事哩.

要值得一提的是飾演弘樹(三浦春馬飾)的前女友 咲,
在看戲時己覺得眼熟,
在網上一查果然就是"世界奇妙物語–美女罐"的女主角— 臼田麻美,

呵呵…真是有那麼的巧嘛~ 🙂

最後要說,這套不知何時會在香港上映的電影
(日本已在11月上映了)
如果你有多餘的兩個小時,又或者你是新垣或三浦的死硬粉絲,
就不妨去看看吧.

Written by chin7

十二月 10, 2007 at 1:36 上午

張貼於movies

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Twentysomething: Why I regret getting straight A’s in college

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This is a guest post from Jon Morrow, who is 25 years old. His blog is On Moneymaking. By Jon Morrow – I nearly killed myself in college to get straight A’s.  Well, almost straight A’s. I graduated with 37 A’s and 3 B’s for a GPA of 3.921. At the time, I thought I was hot stuff.  Now I wonder if it wasn’t a waste of time. Let me explain:

1.  No one has ever asked about my GPA.
I was told that having a high GPA would open all kinds of doors for me.  But you know what?  I interviewed with lots of companies, received a total of 14 job offers after graduation, and none of the companies asked about it.  They were much more impressed with stuff like serving as Chief of Staff for the student government and starting a radio station run by 200 volunteers.

I suppose a college recruiter from a Fortune 500 company might ask, but honestly, I can’t see any employer hiring a straight-A student over someone with five years of relevant work experience.  It might tip the scale in a competitive situation, but in most cases, I haven’t seen that grades are really that important to employers.

2.  I didn’t sleep.
Unless you’re a super genius, getting 37 A’s is hard work.  For me, it was an obsession.  Anything less than an A+ on any assignment was unacceptable.  I’d study for 60-80 hours a week, and if I didn’t get the highest grade in class, I’d put in 100 hours the next week.

Translation: I didn’t sleep much.  From my freshman to junior year, I averaged about six hours a night.  By my senior year though, I was only getting 3-5 per night, even on weekends.  I was drinking a 2 liter bottle of Mountain Dew and 2-3 energy drinks per day just to stay awake.  Not only is that unhealthy, but it’s not particularly fun either.

3.  I’ve forgotten 95% of it.
I majored in English Literature and minored in Communication Theory.  The main reason I chose those subjects was I thought they would teach me how to write and speak, two skills that would serve me well for the rest of my life.

Boy, was I stupid.  Instead, I spent all my time reading classic literature and memorizing vague, pseudoscientific communication theories.  Neither are useful at all, and I’ve forgotten at least 95% of it.

I’d guess the same is true for most college graduates.  Tell me, what’s the point of spending 60-80 hours a week learning things that you immediately forget?

4.  I didn’t have time for people.
Being in the student government and running a radio station, I had lots of opportunities to build a huge network.  But I didn’t have time.  Between studying and doing my job, I had to prioritize the people I wanted to develop relationships with and narrow it down to the handful who could help me the most.

That’s no way to go through school.  College isn’t so much a training ground for entering the work place as a sandbox for figuring out who you are and how you relate to other people.  You develop your social skills and forge relationships with people that might be colleagues for the rest of your life.

If I could do it all over again, I would spend less time in the library and more time at parties.  I would have 50 friends, not 3.  I would be known for “the guy that knows everyone,” not “the smartest guy in class.”  Not only because it would’ve been more fun, but because I would still be friends with most of those people now and would have access to the networks they’ve developed over the last four years.

5.  Work experience is more valuable.
In retrospect, I could’ve probably spent 20-30 hours a week on my studies and gotten B’s.  That would’ve freed up 30-70 hours a week, depending on the course load.  When I think of all of the things that I could’ve done with those hours, I just shake my head.

If there’s one thing graduates lack, it’s relevant work experience.  If you want to be a freelance writer, you’re much better off writing articles for magazines and interning with a publishing company than working your tail off to get straight A’s.  The experience makes you more valuable to future employers and usually results in a paycheck with a few more digits on it.

What about Graduate School?
If you’re getting your masters, going to law school, or becoming a doctor, then you’ll need all 37 of those A’s to get into the best school possible, and you can safely disregard this entire post.  Just be sure that you follow through.  I thought I would go to law school, and then I found out what a miserable career it is and how little it actually pays.  All of those good grades are now going to waste.

It also comes down to the question, “What’s the most effective use of your time?”  If you can’t imagine living without an advanced degree from an Ivy League school, then reading until your eyes fall out and sleeping on a table in the library is a perfectly defensible lifestyle.

On the other hand, if you want to get a job and make as much money as possible, then good grades aren’t going to help you as your teachers and parents might have you believe.  You’re better making powerful friends, building a killer résumé, and generally having the time of your life on your parent’s dime.

Jon Morrow’s blog is On Moneymaking.

Written by chin7

十二月 9, 2007 at 4:52 下午

張貼於funny, Uncategorized

排版的傳承:柵格設計

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轉載自: http://ka-yue.com/blog/web-composing

網頁與柵格計

我曾提及過,一個網頁設計好看與否,排版至關重要。排版是為了以最合適的方法放置和呈現各種資訊。排版由來已久,並一直用於印刷品上。但對於網頁這一新媒體,很多人都忽略了排版對其的重要,所以很多網頁看起來多少有點亂的感覺,究其原因,大都是因為沒注意「柵格」所致。


柵格是協助設計師排版的一種技法,能夠確保頁面整整齊齊,井井有條。所有印刷品之中,報紙的版式設計尤其著重排版,因為每頁都要處理大量文字,排版直接影 響報紙的可讀性。為此我特地找來 The News York Times 的截圖,你可以清楚看到由左至右四條縱向主軸,這些就是柵格。即使左上方的標題橫跨兩欄,依然沒有打破柵格。再看看其網站的柵格:

網頁排版計

你會發現網站跟報紙的版式有點異曲同工之妙。因為附合柵格的設計,使網站看上去整齊得很。縱使資訊很多,仍沒造成混亂之感。究竟柵格是怎樣起了整齊版面的作用呢?

其實,只要避免讓元素打破柵格,網站就會整齊得多。你會發現,整個頁面沒有任何元素打破縱線,所以頁面一整都井井有條。縱使底部有些冒出縱線的圖 片,但其依然和其他部份隱約有點聯繫。而且底部其實可以看作一個橫向的整體,所以不會做成混亂的感覺。甚麼? 我偏心? 沒有啦,看看下面這幅圖你就會明白了:

網頁計和排版

認得出這是個圓吧。為甚麼不是一條條間線? 因為你的大腦會自動補完缺失的部份,幫你組成一個圓。同理,我們在設計網頁的時候,要保證相關的內容要看上去像一組,頁面才不會支離破碎。注意喔,不是你在一堆內容外面畫個 Box 它們就會變成一組的。雖然有幫助,但更好的方法是留意細節,例如元素之間的間距、背景色等等。

是不是這樣我們就要死守這些柵格呢? 不,太整齊的網頁反而會顯得沉悶。一些「破壞性創新」可以成為網頁的特點,但一不可再。過份強調的結果不是失去重點就是令文章難以閱讀。例如我就很反感下面這些充滿特式的排版:

網頁計-突破

當然,我不是說 NY Times 的網頁無械可擊。你應該也發現網頁右上方其實頗凌亂的。我只能說,都是廣告的錯。如果 NY Times 能規範一下廣告的尺寸,頁面將會更加美好。值得一提的是,就是從來沒有網站會花人力去像校正報紙般校正網頁。 (報紙一般在完成排版後會校正多次才印刷。) 相信 NY Times 是少數會校正網頁的公司之一。

再貼個反面例字給大家參照一下:

Tvb網頁計

Tvb.com 首頁的內容比 NY Times 少一半不止,柵格線卻不見得少。最主要是色塊又多又濃… 原本標題應該跟內容融為一體的,但是顏色這麼濃,還融個鬼啊。標題沒必要無需過份強調,讓人看著就覺得辛苦。
參考資料:

Written by chin7

十二月 7, 2007 at 4:33 下午

張貼於designs

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Rules of Innovation

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轉載自: http://blog.fastcompany.com/experts/rwatson/2007/11/the_new_rules_of_innovation.html

Rule # 1 – None of us are as smart as all of us.
The image of a lone genius slaving away in a dimly lit basement or garage is the traditional image of the inventor. However, according to Andrew Hargadon (Assistant Professor of Technology Management at the University of California) this is largely a myth. Moreover, when it comes to innovation, a collective effort is more usually the norm. Andrew Hargadon’s book (How Breakthroughs Happen) says that innovation is largely a result of networks. These are formal and informal collections of people and projects ranging from employees and suppliers to customers and even competitors. These networks are highly social in nature, which means that cultivating relationships is important. Another key observation is the thought that ideas are rarely new. New ideas are usually a recombination of old ideas and thus diversity in terms of people, ideas and experience is key for innovation. Having said all this, the best way to kill a good idea is to involve a committee, so ensure that there’s someone in charge to bang heads together and, if necessary, dislodge the gridlock.

Rule # 2 – Pioneers get scalped.
The theory of first mover advantage is bunk according to Nicolas Carr (author of ‘Does IT Matter’), who says that when a disruptive technology arrives the real growth opportunities lie in fixing the disruption. In other words the pioneers often get scalped. His argument is that the future arrives in “fits and starts” and many of the most profitable innovations are inherently conservative. Ditto companies (look at Toyota or Wal-Mart). Innovators (especially technology innovators) often get too far ahead of customers who are fundamentally change adverse. A good example is the Internet. Many of the early dom.com firms failed, not because they had a bad idea, but because they had an idea too soon and lacked the patience, managerial or marketing smarts to hang around. Another example is Netflix. The company is a wild success because it doesn’t fight current technological restraints. You could set up a movie rental company that delivers films via huge downloads but it’s currently a much better idea to let people order over the Internet and let the US postal service deliver the goods.
Rule # 3 – The more you try, the luckier you get.
As Linus Pauling said: “The best way to have a good idea is to have a lot of ideas.” Innovation is partly a numbers game. Fail often and fail fast and learn from your mistakes. Apple didn’t give up after the Lisa or the Newton. Moreover, don’t punish people when they make mistakes. Punish them when they don’t make enough mistakes or when they repeatedly make the same mistake. Some companies don’t get this. They are on an eternal quest for the perfect solution and spend so long researching and developing single ideas that by the time they’re launched it’s already too late. This conflicts, to some extent, with rule #2, but not much. Timing is everything and generally it’s better to be approximately right and slightly early than perfectly right and very late. Furthermore, the old model of create, edit, publish is rapidly being pushed aside in favour of a new and faster, model which is create, publish, edit (i.e. let the customer co-create the final product). This particularly true where speed to market is important and links into ideas like ‘thin slicing.’
Rule # 4 – Don’t confuse ideas with innovation.
Organizations think they can be great at ideas and innovation, when generally speaking they’re either good at one or the other. Small organizations and start-ups tend to be good with ideas, but can be weak on implementation and scale. With big organizations it’s often the other way around. The trick is to know what you’re good at and then go outside for help with what’s missing. A related thought is
that when it comes to long-term success it’s very often the companies that avoid radical innovation that win in the longer term. Innovators who come up with disruptive ideas often go bankrupt or fail to grow beyond a niche position in the market. Thus being a fast follower (using innovation transfer or even M&A) is a perfectly good (if less glamorous) innovation strategy.
Rule # 5 – If you love something, give it away.
Got a good idea? Then give it away. In my experience too many people (especially lone inventors) hide their idea from the world in the belief that someone will steal it. Someone might. But at least if you talk to people it gives you the opportunity to polish the idea by rubbing it between your brain and theirs (see rule #1).
Rule # 6 – Innovation is about breaking rules, so ignore any or all of the above.

Written by chin7

十二月 4, 2007 at 10:22 上午

張貼於resources

Tagged with , ,

李嘉誠20億投資Facebook,老、新創業家的忘年大結合

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轉載自: http://mr6.cc/?p=1191

上周富比士亞洲富豪排行榜出爐,台灣媒體大力報導,二十名之中有兩位台灣富豪進榜,一位是郭台銘,排14名,一位是王永慶,排第17名,那大家都會很好奇,第一名是誰?就是香港首富李嘉誠,總財產高達230億美元(7000億台幣)。不過,假如問問李嘉誠及集團經營人士,他們這周最關注的,除了再次成為亞洲首富外,還有他們剛剛作的一個「小投資」。小小的投資,卻引起美國網路圈一片漣漪,因為,李嘉誠投資了當前最熱的社群網站Facebook,投資金額為6000萬美元(20億台幣)

6000萬美元有多多?它已經可以等於一間做得還OK的網站的總估值。不過Facebook當然不是一般凡人的網站,報導完全沒有透露這次投資的股 價、估值等等,不過我們計算,如果Facebook這次pre-money估值還維持在微軟投資時超高的150億美元的話,李嘉誠這次投進去只能拿到0.4%的股票,但重點可能不是李嘉誠到底拿到幾張Facebook股票,而是Facebook對投資人向來非常不友善,之前曾謠傳Yahoo!拎十億美元被拒絕是因為「馬克小子」覺得當時Yahoo!執行長Terry Semel「不懂網路」,所以我們可以說,雖然李嘉誠並未坐到董事席、李嘉誠花大錢當小股東…都不重要,重要的是,他顯然已成功的成為Facebook進軍亞洲的parnter。而且從李嘉誠在Facebook下一輪竟保有再跟6000萬美元的權力來看,Facebook對「李嘉誠的錢」,已經可說是友善了。

雖然關於這件投資案的消息非常的少,但卻讓我們不禁開始憑空想像很多後續的可能。李嘉誠在1999年成立Tom集團,正式叩關互聯網,到了後來,「Tom在線」(Tom Online)成為全中國大陸最大的手機加值服務(圖鈴下載等等)公司,並在2004年同步在香港與美國NASDAQ上市。後來,官方為手機加值服務一些門檻,讓消費者必須「雙次確認」以及「試用」等,讓行動加值服務業者瞬間從天堂掉到谷底,Tom在線開始轉虧,並於今年第三季黯然宣布下市。不過,有些報導說,李嘉誠一定會想辦法再讓Tom上市,而且會讓目前Tom旗下的幾個業務如Tom Tom Skype、eBay易趣、Tom.com等有新的整合與新的玩法。現在這間已經再次私有化的Tom集團,在加入Facebook這個重量級的「食材」後,是否能炒出一盤前所未見的「新菜」?

李嘉誠絕非等閒之輩,他是「中國版的華倫巴菲特」,從他四十年來的經商、投資的動作來看,確實有著中國人少有的 霸氣與精準度。他很早就已經併購了英資企業,資金深入加拿大的石油業,報紙寫道,幾次和他交手的猶太人都要對他崇敬三分。他可以做到一般華人商人所做不到 的事,因此,他或許也有機會一竟之前「進口」的社群網站的未竟之夢。目前在大陸,QQ仍是最大社群,有很多海外社群網站試著攻這市場,不過,看看MySpace在前面的狀態,再看看CyWorld的狀態,再看看XingDada,似乎不怎麼風光,因此Facebook上個月也才剛表示「進入大陸還不急」「要的話也要從併購一步一步來」的風聲。但,這場遊戲若加入李嘉誠,玩法或許會變得不一樣。

而且,Facebook封閉式的社群經營法,也確實讓它得比MySpace等其他海外社群網站還佔優勢,讓它早已偷偷的順利在亞洲地區先行搶下一片「灘頭堡」。譬如,Facebook上面的「台灣network」已經有5萬人,中國大陸的network也已有近15萬人。學校來看,台灣大學有3千多人,北京大學復旦大學都有一千多人…。

而此時,創業家所關心的,還是當Facebook進來中國大陸後,會有什麼樣的機會,可以「跟著走」?從網站的基本面來看,Facebook和其他站不同的「點」是它的application,以及它現在在美國主流社會的「最受囑目的網站」的地位。這兩者又是相輔相成,繼續吸引非常多的人在裡面玩耍。當這個圈圈碰觸到中國大陸廣大的網民,會爆出什麼樣的機會呢?

一,翻譯Facebook application服務:
上個月Facebook只有七千個app,現在 已經接近1萬個了,只要處理使用者input的轉碼沒問題,這些服務可以直接搬到華人的世界運作。不過,有些服務有些像「Cute vs Sexy」、「Hug Me」、「Spank Me」,總不能直接就粗粗糙糙的翻為「你說我可愛還是性感?」、「抱抱我」、「打我屁股」吧? Facebook不見得會找正統的翻譯社來做,或許可以成立一間「網路語言翻譯社」來接Facebook App的案子,翻語言,也翻文化,一個app收1000美元,Facebook所有的1萬個application就等於1000萬美元(3.3億台幣)的生意機會。

二、適合華人的Facebook application:除了翻譯以外,亞洲的創業家也可以開始想想哪些 application會適合我們使用。目前Facebook給華人用的application可説是慘不忍睹,什麼叫「幸運籤餅」?中國人為何要玩 「What’s My Chinese Name? 」、「Chinese Zodiac Horoscope」(「龍」的圖型還放著「外國龍」,也就是像飛天恐龍會噴火的那種)。大部份的Application太美國文化的如「Pro Football Picks」(美式足球票選)在華人世界根本就沒有市場可言。華人需要另一批的Facebook appplication。

三、中文企業可能開始大舉利用Facebook架設行銷站點: Facebook推出Facebook Pages,有些美國公司將開始利用Facebook所營造的社群來傳播,尤其是顧客是一般個人消費者的廠商來說,在亞洲的廠商想作全世界生意,行銷不易,據點成本高,或許Facebook Pages會變成「B2C的阿里巴巴」, 它就像一片叢林,雖不如阿里巴巴直接與消費者(也就是其它廠商)直接撮合,但只要在社群的叢林中摸到一條河流,就可以順流而下,遇到一座雪山也可以順著山 崩一路直達山下驛站,企業在Facebook裡頭各憑本事,一旦出現成功的case,經過傳播,或許造成一股「利用社群行銷全球」的風潮,亞洲的企業對於 「線上化」也會開始跳出「開一個企業CIS網站」的框框,進入另一嶄新世紀。創業家或許可乘著這股潮流,為企業設計出有趣的社群行銷方案。

四、北京奧運議題:無論李嘉誠和Facebook是達成了何種合作默契,通常合作的第一年最重要,一個月內就有 方案不太可能,但一年後都沒消息也不可能。從現在起算,一年內最大的事情就是2008年北京奧運,不知道Facebook是否將在奧運扮演某一些角色?奧 運是全球的活動,美國也將連續好幾周人人關注北京運動場上所發生的事情Facebook最近一直在想新賺錢法,或許已經有些計畫。尤其當太平洋的海底電纜 搭成,Facebook是否將對亞洲導入多媒體內容,甚至學Bebo搞社群加電視?或許是創業家可先開始期待的方向。

五、實體影響:李嘉誠在中國大陸各大城市擁有大量的房地產,如果社群網站可以和實體作某種結合?之前我們同事曾一直討論「格子商店」的合作方案,線上與實體的據點作某種整合會很有意思。

六、Facebook「二度個人化」:社群網站以個人檔案(personal profile)為出發點,每一個人玩社群網站的玩法不同,有的漸漸形成「群組」,朋友拉朋友,成為一個個堅實的網絡,但大陸的政策不見得支持社會網絡, 因此,社群網站可能會被鼓勵「回歸原始」,就是純粹當作個人一般的「個人首頁」,或許Facebook或許會想出另一種「個人」的玩法,和其他人作出「一 對一」的交流,讓社群網站重起另一個方向。

以上六點只是隨便寫寫,個人對李嘉誠相當崇敬,兩年前在寫《搶先佈局十年後》時,一度還有一本「影子書」要寫,叫做《十年耕耘百億收穫》。我在網路上看看過去真正的「大成功」人士的奮鬥歷程,發現他們人生最關鍵的時期,總共為期大約都為「十年」。這本書後來雖未獲出版社青睞,不過李嘉誠那一篇,其實已經寫完了。讓我們來看看李嘉誠的「十年關鍵」:

……1928年,李嘉誠於中國東南部沿海城市潮州出生,少年時隨家人逃到香港,14歲當年,父親去世,家計由李嘉誠一肩挑起……但,身在戰亂時代、苦難的童年,並不是李嘉誠成為世界華人首富的重要關鍵。

真正的關鍵,要從1945年開始。

…當時,李嘉誠已是17歲少年,在一座塑膠工廠打工。他很努力工作,別人工作八小時,李嘉誠就是要工作十六小時,而他的努力也有了回報,他的業績很快就超過其他六位同事……

隔年,李嘉誠還是努力不懈,老闆看到他的表現,將他擢升為部門經理……此時,李嘉誠,會利用時間到夜 校念書,希望有一天能考大學,終於他的會考考過了,李嘉誠毫不猶疑的告訴老闆,他必須離開公司,去念大學……由於老闆知道李嘉誠是個不可多得的人才,早就 有想法要等他再年長一些,好好栽培他,沒想到李嘉誠有意念大學,老闆立即提出,希望李嘉誠留下,並立即升任公司的總經理。

…李嘉誠以19歲的年紀,當上了塑膠工廠的總經理。過了三年,李嘉誠已經將整個工廠裡裡外外都弄得很清楚,他覺得自己若出去闖,會有更大的發展,1950年,就在李嘉誠已經熬了五年之後,他毅然與老闆辭職。

創業初期,李嘉誠還曾向親戚借錢,選在港島的皇后大道之西,開設一間生產塑膠家用品的小工廠……工廠 一開始,李嘉誠勤奮而努力,不停地接訂單及出貨,認為把量做起來是優先,別讓成本吃掉自己,不料,開工廠和自己做員工不同,不能急得什麼都忘掉,李嘉誠的 工廠忽略了品質控制,致使產品愈來愈粗劣,不但延誤了交貨時間,還引起客戶抱怨,要求退貨、賠償…。

才剛開廠的李嘉誠,便陷入空前危機。工廠收入急跌,原料商紛紛上門要求結賬還錢,銀行又不斷催還貸款,李嘉誠竟被逼到破產的邊緣…。

李嘉誠雖然後悔,但他對自己仍充滿信心。李嘉誠決定以中國人最講求的「信義」來解決。首先,才23歲 的他,親自召開員工大會,坦言自己在經營上的失誤,向留在廠裏的所有員工道歉,必須遣散一些員工,同時還親自掛保證,一旦工廠度過危機,便會邀請辭退的工 人回來上班。工廠的問題解決了。

接下來,李嘉誠親自拜訪每一間銀行、原料供應商、客戶,逐一賠罪道歉,請求他們放寬還款期限,同時拼盡全力,用蝕本價將次貨出售,以籌錢來購買塑膠材料、添置生產機器。

就這樣熬了痛苦的三年,1955年的時候,李嘉誠的塑膠工廠的危機,終於正式化解,業務也漸入佳境。就在此時,它開始做後來讓他們起飛的關鍵產品「塑膠花」……這一長段的過程,前前後後,剛好十年。

像李嘉誠這樣淒壯的「第一代創業家」的創業成功故事,和Facebook的「馬克小子」從哈佛畢業、做個網站、拿創投的錢……成為極有趣的對比。李 嘉誠花了十年,把自己放在險境中,在夾縫中求生存,而馬克小子其實只花十個月,一路含著金湯匙,便登上世界之頂。這就是網路的美好處,也是網路創業家最教 人垢病的地方──年輕、有夢、但最後為何成功,自己也不知道,「反正老子成功就是了嘛!」李嘉誠與經營團隊回頭看網路,是否能教教年輕人怎麼玩網路?我們 豎起耳朵、虛心受教,並期待中文版的「臉譜書本」的誕生。

Written by chin7

十二月 4, 2007 at 9:41 上午

張貼於websites

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很炫的3D秀圖程式—Pictomio

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轉載自: http://julian14632.wordpress.com/2007/11/16/
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目前在網路上的秀圖程式真的有很多,而且在操作上也都還算蠻容易的,但在秀圖方面上都還很類似,並沒有比較不同的地方。

最近在網路上看到有一款3D的秀圖程式Pictomio,基本上此程式還在Alpha的階段,但在安裝後執行時也都還很順暢,而他的介面也並無很多 的設定,真的非常的簡潔,而在展示圖檔檔案時除了有一般秀圖程式的縮圖外,最特別的是他還安排了能夠以立體的方式將圖檔檔案秀出來,並且能夠以動態的方式 嗅出,而這些動態的秀圖,還能夠設定不同的動態秀圖方式,單就這一點就覺得非常的新鮮,而且在網路其他網站介紹他時,就稱他為一款很能夠挑戰顯示卡的秀圖 程式,而在我們一般的slideshow時,他還能夠利用各張圖檔間交換時,設定其秀圖間的特效,若你對一般的秀圖程式感到平凡無奇時,Pictomio 是值得你來試試看的漂亮秀圖程式。

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附記:

Written by chin7

十二月 1, 2007 at 10:56 下午

張貼於softwares

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