Sex Sign

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西方三字經?!

哈哈哈哈哈哈哈哈哈哈!不知道该说些什么！

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red dot: best of the best_1

A/Design Bocina_Watering Can
(red dot award: product design 2008)

With its purist and flowing shape the Bocina watering can resembles a sculpture and presents an interesting eye-catcher on the windowsill and in the winter garden. High-grade, matted stainless steel forms an attractive contrast to the organic stylistic language reminding of Aladin’s magic lamp. In favour of clear lines it was decided to renounce a handle. In spite of its filigree impression the watering can holds up to two litres.

Design :
Mikaela Dörfel, Meezen, Germany

Jewellery Tree

(red dot award: product design 2008)

Finger rings, bracelets, chains and earrings find their place on this jewellery tree, made of elegant high-gloss polished aluminium, in a decorative and neatly arranged way. The design is reminiscent of a sculpture, yet still has a soft and plain appearance. The product is exemplary for a design philosophy combining functionality with stylish Scandinavian design and creativeness. The sculpture is made of a material, which has the necessary weight to carry jewellery stably and without tipping over.

In-house design:
Louise Christ

Mistic_Candleholder, Vase
(red dot award: product design 2008)

Mistic is both a candleholder and a vase. By using Pyrex tubes of different length a contemporary vegetal landscape-like structure is created conveying a strong dynamic mysticism and makes Mistic resemble a forest. It is available in three sizes: 14, 20 and 45 cm, and three colours: glass, silver and gold.

Design:
L design, Paris, France_(Arik Levy)

Wishbone_Coat Standred
(dot award: product design 2008)

This coat stand is both charismatic and poetic in its appearance. The purist replication of a tree trunk with branches acted as inspiration for this design idea. Wishbone is versatile and usable in both private and public spaces, in particular in atriums, office spaces, entrance areas or sleeping rooms. Aside from the well thought-out functionality, another crucial factor with regard to colour combination and material quality was that Wishbone was supposed to create additional optical incentives in modern spaces. In the upper part of the stand, the material combination strives for a cool impression in steel and stainless steel look while the podium and the bars are made of powder-coated steel in black, white, red and lime green.


Design:
busk+hertzog i/s, Copenhagen, Denmark
(Flemming Busk, Stephan Hertzog)

red dot: best of the best_2

Downtown Sofa
(red dot award: product design 2006)

Platform for living
Furniture is closely related to contemporary developments - it is an important part of people's everyday life. The new millennium is characterised by hectic global mobility and at the same time by its direct opposite: the search for the contemplative and an orientation towards older values such as those described by the French philosopher André Comte Sponville in his book "A Small Treatise on the Great Virtues". Downtown is a functional sofa that embodies these opposites in its design and, in doing so, explores and reconciles them. In response to the spirit of the times, the sofa has been designed with an almost sparkling functionality: self-explanatory and meant for an everyday life of vicissitude. The concept of this piece of furniture could be defined as "a platform for living" - it aims at being mobile and adaptive. A design that incorporates mobile and asymmetric backrests is the most important basis for the functionality of this sofa. It features two adjustable backrests and the lateral headrest, which can also be adjusted to five different positions, offer various possibilities for individual use. In only a few steps the sofa transforms into either a bed with a horizontal surface of 136 x 225cm, a chaise lounge, different settee variants for sitting or relaxing positions, or a sofa with a play area for children. The Downtown sofa offers highly individual living environments - with its exciting functionality it is an expression of global as well as private mobility.

Design :
Pascal Mourgue, Montreuil-Sous-Bois, France

Circle Sofa
(red dot award: product design 2006)

The geometry of the circle
The circle is a simple, elemental shape, and one instinctively attributes it with particular characteristics. It symbolises closed-ness and a feeling of security. Due to its geometric consistency, the circle moreover can provide reliable orientation within a room. Naturally we feel, so to speak, that a circle is round and that it strives again and again to complete its own form. The design of the Circle seating furniture plays with this fundamental shape of the circle and creates surprisingly new configurations by segmenting. The Circle sofa unit is made up of four parts, two of which make up a semicircle; all of which together create a round sculpture. The outline and contour looks highly sculptural and vigorous - and it is left open how one arranges these sofas in a room. Due to the "segmentation" of the circle, the sofas facilitate a great diversity of options and multifunctional solutions as well as interesting sculptural forms and lines. Due to this kind of design, the sofa also challenges the notion of seating itself: persons sitting on the sofa are virtually called upon to find their own position within these circular formations. While the slope of the back facilitates sitting in a comfortable upright position towards the ends, the middle part allows for leaning back in relaxation. Event though the contour may deceive one's perception: the height of the back seat remains constant. Moreover, interesting spatial seating formations can be created. Thus, a closed space consisting of four Circle sofa parts can be opened up for walking around. This arrangement creates its own space, allowing for seating in the inner circle. In the reverse case, there is also the possibility of sitting in the outer circle. The combination of convex and concave shapes results in flowing sculptures in the room.

Design :
UN Studio, Amsterdam, Netherlands (Ben van Berkel)

Chaise longue YIN YANG
(red dot award: product design 2007)

In natural harmony – design as a mediator
The study of ancient Chinese characters reveals that “yin” and “yang” were once used to indicate geographical locations. “Yin” referred to the colder northern side of a hill and “yang” referred to the warmer side facing south. Over the course of many centuries, yin and yang became symbols with multiple meanings denoting two opposing forces within a harmonious whole. How yin and yang can be reconciled to embody harmony is a key theme in Chinese philosophy. The design of the Chaise longue YIN YANG aims at uniting the dynamic opposites of ancient Chinese philosophy in a piece of furniture. YIN YANG has been conceived for outdoor use and its design succeeds in a harmonious interplay of colour and form. The chaise longue is made up of two elements which – when placed opposite each other – fuse to form a sculpture of an organic and almost flowing appearance. The elements feature integrated seating contours that provide space for one person each. Two persons can thus sit down facing each other or even lie down in a relaxing position. This chaise longue is thus also an expression of the contemporary lounge approach and implies a multifunctional “freedom of seating.” The Chaise longue YIN YANG is also intriguing for the material from which it is made. It features a special, industrially produced fibre that is soft, pleasing to the touch and robust enough for outdoor use, and which is then hand-woven together by master craftsmen on the Philippine island of Cebu to form this piece of furniture. The chaise longue reflects the harmony of yin and yang not only in its combination of bronze– and platinum-coloured fibres as well as the alternating convex and concave surfaces, its design thus also reconciles and combines two worlds – the world of industrial production and the world of high craftsmanship with a century-long tradition – into a harmonious sculpture for modern lifestyles.

Design:
Nicolas Thomkins

SKiN Sofa
(red dot award: product design 2008)

Presence of the immaterial – form and expression
“Design … is an expression of the capability of the human mind to step beyond,” wrote the design theorist George Nelson in 1957, referring to the manifold possibilities that reside in human thinking, and which, ideally, find their way into products. Thus interpreted, design is a process of thinking whereby the onlooker creates the form of a product just as much as the person who created it. The French architect, Jean Nouvel, is constantly on the search for new forms to give expression to his designs, sounding the limits and possibilities of innovative materials and technologies in his work as an architect and designer. With the SKiN sofa, a design with a strongly avant-garde appearance, he now intends to give shape to something that is “essential” – a new kind of comfort is to be achieved through leaving things out. The sofa concept emerged while planning for the Musée du Quai Branly in Paris and the solutions, developed especially for the architecture of that museum, have now been transferred in an interdisciplinary approach to a piece of furniture. The SKiN sofa consists of a supporting structure in tubular pretensioned steel that holds another structure, the cover in double leather. A distinctive feature is that this upholstery is supported only by self-modelling geometric incisions. The SKiN sofa thus looks as if modelled from one piece, and the seat area in particular seems to be floating. SKiN is surprisingly comfortable and the leather feels soft and delicate. Its form is recreated through the senses and in the imagination of the beholder – a presence that is disclosed as a tactical experience of the immaterial.

Design:
Jean Nouvel Design, Paris, France

Drift armchair
(red dot award: product design 2007)

Even by itself, the Drift armchair has an autonomous look to it; as a pair it conforms to its original idea. Placing the armchairs in a mirror-image arrangement results in what appears to be a small, private communication centre. In everyday life, this lively use produces a captivating contrast to the rather puristic appearance of the armchair, which combines interesting contradictions: the large, curved form of the backrest and the opulent volume of the seat cushion generate a suggestive moment of suspense. The chair rests on a rotatable base plate so that the user can turn comfortably towards his opposite number. The swinging backrest also serves as a generous armrest. The chair is available in two variants, each with a mirror-image shape, and in different fabrics and leather in many colours to choose from.

Design:
EOOS Design, Vienna, Austria

Crystal Sessel
(red dot award: product design 2005)

The Crystal chair is designed as a reminder of the origins of seating, with the objective to reinterpret the "dignity of a chair". Crystal is a structure with a high degree of functionality and formal strictness. Resting solid on the floor, the corpus seems to grow out of the base, opening itself in a welcoming manner. Strict on the outside, soft on the inside, gently sloping armrests provide support in the ergonomically well though-out upholstery. As a dinner, lounge or conference chair, it quite simply makes sitting a special experience.



Design:
EOOS Design, Vienna, Austria

David Ray Carson

David Carson is a creative director and designer at R/GA (Robert Grennberg and Associates) and also principal of David Carson Design New York City. He has a B.A. degree in Sociology. London-based »Creative Review« magazine proclaimed Carson »Art Director of the Era« and calls his work on »Ray Gun« magazine »the most important work coming out of America«. His art direction and graphic design for Beach Culture magazine has won over 150 awards, including »Best Overall Design« and »Cover of the Year« from Society of Publication Designers in New York.

Carsons book, »The End of Print« (with a preface by David Byrne), is now in its fifth printing and has sold over 125.00 copies worldwide, making it the biggest-selling design book of all time. The work featured in »The End of Print« is also the subject of a one-man exhibition which opened in Munich, Germany in 1995 and has traveled to Dusseldorf, Hamburg, Rome, Venice, Milan, London, France and the United States.

Carson is currently art directing and designing Microsofts 1998 advertising campaign and the entire fall/ winter advertising campaign for Giorgio Armani, including the redesign of the Emporio Armani magazine. New work also involves a room-size collage built for the film »Addicted to Love« starring Meg Ryan. Carson is also currently directing television commercials for Lucent Technologies among others.

Design and advertising groups have invited Carson to lecture in Australia, Brazil, Canada, Chile, Denmark, England, France, Holland, Italy, New Zealand, Norway, Sweden, Switzerland and throughout the United States. Carson most recently led a workshop in Belgrade, Yugoslavia, becoming the second American ever to be invited to speak there (the first being Milton Glaser in 1971). He was also invited to design the covers for special typography issues of »How« and »Aldus« magazines and the architectural magazine, »domus«. Carson´s design for the book by famed Vogue photographer Albert Watson, »Cyclops«, won the 1995 Best Book Design award from I.M.I (NY).

The International Center of Photography, New York, recently named Carson »Designer of the Year« for his use of photography and design. The American Center for Design selected eight pieces of Carson´s work for its 1995 100 Show - the most work chosen from any one U.S. design firm. The 1996 100 Show referred to Carson´s new work as »the most important work in this year´s show«. His designs have been profiled in publications around the world, including in Australia, England, France, Germany, Holland, Italy, Japan and Sweden. In 1996, Newsweek magazine said of Carson: »He changed the public face of graphic design«. Print magazine called Carson´s work »brilliant«, while USA Today defined it as »visually stunning,« adding that his work may actually get young people reading again. The New York Times featured Carson and his work as a cover story for its »Style« section in the May 15, 1994 issue. »Typography«, the new book by Graphis magazine (NY), lists Carson as a »Master of Typography«. »I.D.« magazine selected Carson for their list of »America´s most innovative designers« (only five graphic designers from United States were included). The graphic design magazine, »Emigre«, devoted an entire issue to Carson; he is the only American designer to be honored in the magazine´s 10-year history.

Clients include: Lucent Technologies, Microsoft, Armani, AT&T; Pepsi, Packard Bell, American Airlines, MCI, MGM Studios, Kodak, US West, Ray Ban, Xerox, Individual, Britsh Airways, Cuervo Gold, Blue magazine, Addison-Withney, Aldus Corporation, American Express, Atlanta Olympics Commitee, Budweiser (1995 Superbowl spot), David Byrne, Citibank, Gannet Outdoor, Glendale Federal, Levis, Lotus software MTV, Magic Johnson AIDS Foundation, Nations Bank, Nike (Europe, Asia, United States), Prince, Ray Gun magazine, Ryder Trucks, Sony, Spalding, Speak magazine, Suziki and Warner Bros.

Carson is directing commercials and videos in New York and working with Harvard Business School professor, John Kao, on documentary film entitled »The art and Discipline of Creativity.

Carson surfs the LOAB wave...

Life on a Board (LOAB), a surf apparel company focused on eco-friendly materials (organic cotton, bamboo) and processes, hired a new art director, David Carson, according to a press release published in Transworld Surf.

This future collaboration is not a coincidence since Carson is both an accomplished designer and surfer. He will be like a fish in the ocean, if I dare the metaphor. Loaded with titles of recognition, the grunge figure signed with the big sizes of the economic market such as Pepsi, Nike, British Airways, Sony…

As an emblematic printing-based designer, he broke convention with an Art that clashed. Famous for his uncommon arrangement of his letters, words, sentences, and still criticized, we hope that he will ride the wave successfully. Surfs Up, Dude!!

By NORA at 20 February, 2008, 10:10 pm

Warren Buffett : 10 Ways to Get Rich

Warren Buffett's secrets that can work for you

巴菲特滾財富雪球的10種心法


With an estimated fortune of $62 billion, Warren Buffett is the richest man in the entire world. In 1962, when he began buying stock in Berkshire Hathaway, a share cost $7.50. Today, Buffett, 78, is Berkshire’s chairman and CEO, and one share of the company’s class A stock is worth close to $119,000. He credits his astonishing success to several key strategies, which he has shared with writer Alice Schroeder. She spent hundreds of hours interviewing the Sage of Omaha for the new authorized biography The Snowball.
Read Buffett's best secrets — then enter for your chance to win a signed copy of the book!

巴菲特之所以富可敵國，絕非偶然。在他的新傳記《雪球：巴菲特與生活事業》(Snowball: Warren Buffett and the Business of Life)一書中，作者Alice Schroeder歸納出他致富的10種心法：


1. Reinvest your profits (賺了錢再投資)

When you first make money, you may be tempted to spend it. Don’t. Instead, reinvest the profits. Buffett learned this early on. In high school, he and a pal bought a pinball machine to put in a barbershop. With the money they earned, they bought more machines until they had eight in different shops. When the friends sold the venture, Buffett used the proceeds to buy stocks and to start another small business. By age 26, he’d amassed $174,000—or $1.4 million in today’s money. Even a small sum can turn into great wealth.

他念中學時跟朋友合夥買了一台彈珠機臺營利，靠著機臺賺來的錢再買了8台機臺擺在不同店家。後來他們賣掉機臺，他拿這些錢買股票、投入新事業，26歲時就累積了17.4萬美元，相當於今日140萬美元。


2. Be willing to be different (不從眾有主見)

Don’t base your decisions upon what everyone is saying or doing. When Buffett began managing money in 1956 with $100,000 cobbled together from a handful of investors, he was dubbed an oddball. He worked in Omaha, not on Wall Street, and he refused to tell his partners where he was putting their money. People predicted that he’d fail, but when he closed his partnership 14 years later, it was worth more than $100 million. Instead of following the crowd, he looked for undervalued investments and ended up vastly beating the market average every single year. To Buffett, the average is just that—what everybody else is doing. To be above average, you need to measure yourself by what he calls the Inner Scorecard, judging yourself by your own standards and not the world’s.

1956年他在家鄉奧馬哈展開投資合夥事業，而不是到華爾街上班，當時被認為是怪胎，不被看好，但14年之後他將10萬美元本金滾成100多萬元，年平均報酬率打敗大盤，靠的是買進遭市場低估的股票。


3. Never suck your thumb (別吸吮大拇指)

Gather in advance any information you need to make a decision, and ask a friend or relative to make sure that you stick to a deadline. Buffett prides himself on swiftly making up his mind and acting on it. He calls any unnecessary sitting and thinking “thumb-sucking.” When people offer him a business or an investment, he says, “I won’t talk unless they bring me a price.” He gives them an answer on the spot.

意思是做決策要先蒐集完整資訊，以免浪費時間在不必要的思考上面。巴菲特做決定向來不拖泥帶水，任何收購案，對方未出價前他寧可不談，一旦出價他就可以當場決定，因為他早就摸清對方底細了。


4. Spell out the deal before you start (價碼先談清楚)

Your bargaining leverage is always greatest before you begin a job—that’s when you have something to offer that the other party wants. Buffett learned this lesson the hard way as a kid, when his grandfather Ernest hired him and a friend to dig out the family grocery store after a blizzard. The boys spent five hours shoveling until they could barely straighten their frozen hands. Afterward, his grandfather gave the pair less than 90 cents to split. Buffett was horrified that he performed such backbreaking work only to earn pennies an hour. Always nail down the specifics of a deal in advance—even with your friends and relatives.

即便是跟親友合作談生意，一開始就要談妥相關條件及利益分配，否則會吃虧。巴菲特在孩童時期就得到這個教訓，有一次暴風雪過後，祖父雇他清理被積雪覆蓋的雜貨店，辛勞5小時後只得到極微薄的工資


5. Watch small expenses (小錢能省則省)

Buffett invests in businesses run by managers who obsess over the tiniest costs. He once acquired a company whose owner counted the sheets in rolls of 500-sheet toilet paper to see if he was being cheated (he was). He also admired a friend who painted only the side of his office building that faced the road. Exercising vigilance over every expense can make your profits—and your paycheck—go much further.

節儉是一種美德，在事業的經營上更是如此，因此要設法堵住每一個可能造成浪費的細微環節。在他收購的企業當中，有一個老闆連買廁紙時都要算張數是否短少。


6. Limit what you borrow (設定借款上限)

Living on credit cards and loans won’t make you rich. Buffett has never borrowed a significant amount—not to invest, not for a mortgage. He has gotten many heartrending letters from people who thought their borrowing was manageable but became overwhelmed by debt. His advice: Negotiate with creditors to pay what you can. Then, when you’re debt-free, work on saving some money that you can use to invest.

依賴刷卡、借貸過活不會讓你變有錢。他從未大手筆舉債投資，購屋主要用現金。看到許多債務人的痛苦下場，他建議有負債者趕快跟債主洽談還款計劃，還清負債之後趕快存錢來投資。


7. Be persistent (必須堅持到底)

With tenacity and ingenuity, you can win against a more established competitor. Buffett acquired the Nebraska Furniture Mart in 1983 because he liked the way its founder, Rose Blumkin, did business. A Russian immigrant, she built the mart from a pawnshop into the largest furniture store in North America. Her strategy was to undersell the big shots, and she was a merciless negotiator. To Buffett, Rose embodied the unwavering courage that makes a winner out of an underdog.

要打敗領先的對手，你要持之以恒，善用技巧和策略。巴菲特1983年收購Nebraska Furniture Mart，就是看上原經營當鋪的創辦人Rose Blumkin洽談進貨時殺價不手軟，堅守底線，採取薄利多銷策略賺大錢。


8. Know when to quit (懂得適時放棄)

Once, when Buffett was a teen, he went to the racetrack. He bet on a race and lost. To recoup his funds, he bet on another race. He lost again, leaving him with close to nothing. He felt sick—h e had squandered nearly a week’s earnings. Buffett never repeated that mistake. Know when to walk away from a loss, and don’t let anxiety fool you into trying again.

巴菲特10幾歲時在田徑場上跟人打賭，看誰跑得快，第1次輸的時候很不甘心，為贏回賭注，他再次打賭比誰跑得快，結果又輸了，1星期的所得幾乎賠光，他痛定思痛，決定放棄，避免擴大損失。


9. Assess the risks (做好風險評估)

In 1995, the employer of Buffett’s son, Howie, was accused by the FBI of price-fixing. Buffett advised Howie to imagine the worst- and best-case scenarios if he stayed with the company. His son quickly realized that the risks of staying far outweighed any potential gains, and he quit the next day. Asking yourself “and then what?” can help you see all of the possible consequences when you’re struggling to make a decision—and can guide you to the smartest choice.

當你在工作或投資、事業碰到新狀況，必須有所取捨時，不要逃避或拖延，深入設想可能的最好和最壞狀況，靜下心來仔細評估其利害得失，這樣才能幫自己做出最棒的抉擇。


10. Know what success really means (了解成功真諦)

Despite his wealth, Buffett does not measure success by dollars. In 2006, he pledged to give away almost his entire fortune to charities, primarily the Bill and Melinda Gates Foundation. He's adamant about not funding monuments to himself—no Warren Buffett buildings or halls. "I know people who have a lot of money," he says, "and they get testimonial dinners and hospital wings named after them. But the truth is that nobody in the world loves them. When you get to my age, you'll measure your success in life by how many of the people you want to have love you actually do love you. That's the ultimate test of how you've lived your life."

巴菲特家財萬貫，但早已決定捐出大部分財產做公益，錢財不是他評量成功的指標。78歲的他說：“在你想要爭取的人當中，有多少會真正打從心底愛你？”這才是衡量成功的終極指標。


English by Alice Schroeder
Published: September 7, 2008

中文來源：中新網-台灣《Money+理財家》雜誌 發表評論
2008年10月21日 16:42

Buffett’s value investing style good for Malaysia

Investors should be long-term oriented and focused on what stocks they buy

WORLD famous stock market guru, Warren Buffett, made headlines when he bought substantial stakes in technology and services giant General Electric Co (GE) and financial heavyweight Goldman Sachs Group.

Just when everyone else was pulling out their investments from Wall Street, Buffett stepped in to inject some US$8bil in these two companies via his investment company Berkshire Hathaway Inc.

“Most people get interested in stocks when everyone else is. The time to get interested is when no one else is. You can’t buy what is popular and do well,” he once said.

But is Buffett’s value investing style suitable for the Malaysian equity market and investors?

“Yes, it provides great opportunities to buy now if you are buying for long-term,” said Aberdeen Asset Management Sdn Bhd managing director Gerald Ambrose, adding that the current stock pricing “is irrational” due to the heavy selldown by foreign funds.

He said investors should hold good stocks for “as long as possible” as stock investment was about investing in a company’s management and market strategy.

Jupiter Securities Sdn Bhd executive director of operations Tan Chee Siong said Buffet was very careful with his investments and rarely found stocks that met his requirements.

The five main criteria Buffett uses for stock selection are earnings versus growth, high return on equity, minimal debts, strength of management and simple business model.

Buffett’s strategy was more of a “concentration of a few solid stocks” in a few industries that he could understand, Tan noted.

However, he cautioned that the local bourse, as an emerging market, could be more volatile and that market sentiment could easily be influenced by many external factors.

“We must remember that if we talk about investment in the local equity market, the duration should be shorter and we need to take profit whenever there are signs of big changes in market trend and our economic performance,” he said.

Meanwhile, Aseambankers head of research Vincent Khoo said investors should generally hold on to three principles — “be long-term oriented, only buy what you can afford and be focused in what you buy.”

He said investors should hold on to good stocks for as long as possible.

“Blue chip stocks, for example, can ride through bad times and will recover over time,” he said.

Being among the most successful and trusted investors’, Buffett’s investment in GE and Goldman Sachs restored some investor confidence on Wall Street.

Buffett, who is also known as “The Oracle of Omaha”, is an astute long-term investor and has always investigated the underlying fundamentals of a company, rather than market sentiment.

He has always determined the intrinsic value of a business and paid a good price for it. He believes price is what you pay, value is what you get.

Being prudent, Buffett is said to never invest in any business that he could not understand, a principle that paid off when he escaped the dotcom market crash.

His investment principle is simple— always analyse a company’s annual reports to check its fundamentals and know what you are investing in.

Buffett, who is chairman of Berkshire Hathaway, the most expensive stock on Wall Street, said in a letter to shareholders last year that Berkshire was seeking to invest in companies with favourable long-term prospects and competitive advantage in a stable industry.

To him, “if a business does well, the stock eventually follows.”

One of his most successful investments was PetroChina.

Buffett bought a stake in the Chinese oil and gas firm for an initial sum of US$500mil and later sold it for US$3.5 bil.

He has also made successful investments in companies such as Coca-Cola, American Express and Gillette.

by Shannen Wong

巴菲特的一次演讲

我想先讲几分钟的套话，然后我就主要来接受你们的提问。我想谈的是你们的所思所想。我鼓励你们给我出难题，畅所欲言，言无不尽。（原文：我希望你们扔些高难度的球，如果你们的投球带些速度的话，我回答起来会更有兴致）你们几乎可以问任何问题，除了上个礼拜的Texas A&M的大学橄榄球赛，那超出我所能接受的极限了。

我们这里来了几个SunTrust（译者注：美国一家大型商业银行）的人。我刚刚参加完Coca Cola的股东大会（译者注：Warren Buffet的投资公司是Coca Cola的长期大股东之一），我坐在吉米.威廉姆斯边上。吉米领导了SunTrust多年。吉米一定让我穿上这件SunTrust的T恤到这来。我一直试着让老年高尔夫联盟给我赞助，但是都无功而返。没想到我在SunTrust这，却做的不错。吉米说，基于SunTrust存款的增长，我会得到一定比例的酬劳。所以我为SunTrust鼓劲。（译者注：巴菲特在开玩笑）

关于你们走出校门后的前程，我在这里只想讲一分钟。你们在这里已经学了很多关于投资方面的知识，你们学会如何做好事情，你们有足够的IQ能做好，你们也有动力和精力来做好，否则你们就不会在这里了。你们中的许多人都将最终实现你们的理想。但是在智能和能量之外，还有更多的东西来决定你是否成功，我想谈谈那些东西。实际上，在我们Omaha（译者注：Berkshire Hathaway公司的总部所在地）有一位先生说，当他雇人时，他会看三个方面：诚信，智能，和精力。雇一个只有智能和精力，却没有诚信的人会毁了雇者。

一个没有诚信的人，你只能希望他愚蠢和懒惰，而不是聪明和精力充沛。我想谈的是第一点，因为我知道你们都具备后两点。在考虑这个问题时，请你们和我一起玩玩这个游戏。你们现在都是在MBA的第二年，所以你们对自己的同学也应该都了解了。现在我给你们一个来买进10％的你的一个同学的权利，一直到他的生命结束。你不能选那些有着富有老爸的同学，每个人的成果都要靠他自己的努力。我给你一个小时来想这个问题，你愿意买进哪一个同学余生的10％。你会给他们做一个IQ测试吗，选那个IQ值最高的？我很怀疑。你会挑那个学习成绩最好的吗，我也怀疑。你也不一定会选那个最精力充沛的，因为你自己本身就已经动力十足了。你可能会去寻找那些质化的因素，因为这里的每个人都是很有脑筋的。你想了一个小时之后，当你下赌注时，可能会选择那个你最有认同感的人，那个最有领导才能的人，那个能实现他人利益的人，那个慷慨，诚实，即使是他自己的主意，也会把功劳分予他人的人。

所有这些素质，你可以把这些你所钦佩的素质都写下来。（你会选择）那个你最钦佩的人。然后，我这里再给你们下个跘儿。在你买进10％你的同学时，你还要卖出10％的另外一个人。这不是很有趣吗？你会想我到底卖谁呢？你可能还是不会找IQ最低的。你可能会选那个让你厌恶的同学，以及那些令你讨厌的品质。那个你不愿打交道的人，其他人也不愿意与之打交道的人。是什么品质导致了那一点呢？你能想出一堆来，比如不够诚实，爱占小便宜等等这些，你可以把它们写在纸的右栏。

当你端详纸的左栏和右栏时，会发现有意思的一点。能否将橄榄球扔出60码之外并不重要，是否能在9秒3之内跑100码也不重要，是否是班上最好看的也无关大局。真正重要的是那些在纸上左栏里的品质。如果你愿意的话，你可以拥有所有那些品质。那些行动，脾气，和性格的品质，都是可以做到的。它们不是我们在座的每一位力所不能及的。再看看那些右栏里那些让你厌恶的品质，没有一项是你不得不要的。如果你有的话，你也可以改掉。在你们这个年纪，改起来比在我这个年纪容易得多，因为大多数这些行为都是逐渐固定下来的。人们都说习惯的枷锁开始轻得让人感受不到，一旦你感觉到的时候，已经是沉重得无法去掉了。

我认为说得很对。我见过很多我这个年纪或者比我还年轻10岁，20岁的人，有着自我破坏性习惯而又难以自拔，他们走到哪里都招人厌恶。他们不需要那样，但是他们已经无可救药。但是，在你们这个年纪，任何习惯和行为模式都可以有，只要你们愿意，就只是一个选择的问题。就象本杰明.格拉姆（上个世纪中叶著名的金融投资家）一样，在他还是十几岁的少年时，他四顾看看那些令人尊敬的人，他想我也要做一个被人尊敬的人，为什么我不象那些人一样行事呢？他发现那样去做并不是不可能的。他对那些令人讨厌的品质采取了与此相反的方式而加以摒弃。所以我说，如果你把那些品质都写下来，好好思量一下，择善而从，你自己可能就是那个你愿意买入10％的人！更好的是你自己本就100％的拥有你自己了。这就是我今天要讲的。



问题：你对日本的看法？

巴菲特：我不是一个太宏观的人。现在日本10年期的贷款利息只有1％。我对自己说，45年前，我上了本杰明.格拉姆的课程，然后我就一直勤勤恳恳，努力工作，也许我应该比1％挣的多点吧？看上去那不是不可能的。我不想卷入任何汇率波动的风险，所以我会选择以日元为基准的资产，如地产或企业，必须是日本国内的。我唯一需要做的就是挣得比1％多，因为那是我资金的成本。可直到现在，我还没有发现一家可以投资的生意。

这真的很有趣。日本企业的资产回报率都很低。他们有少数企业会有4％，5％，或6％的回报。如果日本企业本身赚不了多少钱的话，那么其资产投资者是很难获得好的回报的。当然，有一些人也赚了钱。我有一个同期为本杰明.格拉姆工作过的朋友。那是我第一次买股票的方法，即寻找那些股票价格远低于流动资本的公司，非常便宜但又有一点素质的公司。我管那方法叫雪茄烟蒂投资法。你满地找雪茄烟蒂，终于你找到一个湿透了的，令人讨厌的烟蒂，看上去还能抽上一口。那一口可是免费的。你把它捡起来，抽上最后一口，然后扔了，接着找下一个。这听上去一点都不优雅，但是如果你找的是一口免费的雪茄烟，这方法还值得做。

不要做低回报率的生意。时间是好生意的朋友，却是坏生意的敌人。如果你陷在糟糕的生意里太久的话，你的结果也一定会糟糕，即使你的买入价很便宜。如果你在一桩好生意里，即使你开始多付了一点额外的成本，如果你做的足够久的话，你的回报一定是可观的。我现在从日本没发现什么好生意。也可能日本的文化会作某些改变，比如他们的管理层可能会对公司股票的责任多一些，这样回报率会高些。但目前来看，我看到的都是一些低回报率的公司，即使是在日本经济高速发展的时候。说来也令人惊奇，因为日本这样一个完善巨大的市场却不能产生一些优秀的高回报的公司。日本的优秀只体现在经济总量上，而不是涌现一些优质的公司（译者注：对中国而言，这样的问题何止严重10倍！）。这个问题已经给日本带来麻烦了。我们到现在为止对日本还是没什么兴趣。只要那的利息还是1％，我们会继续持观望态度。


问题：有传闻说，你成为长期资金管理基金的救场买家？你在那里做了什么？你看到了什么机会？（译者注：长期资金管理基金是一家著名的对冲基金。1994年创立。创立后的头些年盈利可观，年均40％以上。但是，在1998年，这家基金在4个月里损失了46个亿，震惊世界）

巴菲特：在最近的一篇财富杂志（封面是鲁本.默多克）上的文章里讲了事情的始末。有点意思。是一个冗长的故事，我这里就不介绍来龙去脉了。我接了一个非常慎重的关于长期资金管理基金的电话。那是4个星期前的一个星期五的下午吧。我孙女的生日Party在那个傍晚。在之后的晚上，我会飞到西雅图，参加比尔.盖茨的一个12天的阿拉斯加的私人旅程。所以我那时是一点准备都没有的。于是星期五我接了这个电话，整个事情变得严重起来。

在财富的文章发表之前，我还通了其他一些相关电话。我认识他们（译者注：长期资金管理基金的人），他们中的一些人我还很熟。很多人都在所罗门兄弟公司工作过。事情很关键。美联储周末派了人过去（译者注：纽约）。在星期五到接下来的周三这段时间里，纽约储备局导演了没有联邦政府资金卷入的长期资金管理基金的救赎行动。我很活跃。但是我那时的身体状况很不好，因为我们那时正在阿拉斯加的一些峡谷里航行，而我对那些峡谷毫无兴趣。船长说我们朝着可以看到北极熊的方向航行，我告诉船长朝着可以稳定接收到卫星信号的方向航行（才是重要的）（译者注：巴菲特在开玩笑，意思是他在船上，却一直心系手边的工作）。

星期三的早上，我们出了一个报价。那时，我已经在蒙塔那（译者注：美国西北部的一个州）了。我和纽约储备局的头儿通了话。他们在10点会和一批银行家碰头。我把意向传达过去了。纽约储备局在10点前给在怀俄明（译者注：美国西北部的一个州）的我打了电话。我们做了一个报价。那确实只是一个大概的报价，因为我是在远程（不可能完善细节性的东西）。最终，我们对2.5亿美元的净资产做了报价,但我们会在那之上追加30到32.5亿左右。Berkshire Hathaway（巴菲特的投资公司）分到30个亿, AIG有7个亿, Goldman Sachs有3个亿。我们把投标交了上去，但是我们的投标时限很短，因为你不可能对价值以亿元计的证券在一段长时间内固定价格，我也担心我们的报价会被用来作待价而沽的筹码。最后，银行家们把合同搞定了。那是一个有意思的时期。

整个长期资金管理基金的历史，我不知道在座的各位对它有多熟悉，其实是波澜壮阔的。如果你把那16个人，象John Meriwether, Eric Rosenfeld，Larry Hilibrand，Greg Hawkins, Victor Haghani，还有两个诺贝尔经济学奖的获得者，Myron Scholes和Robert Merton，放在一起，可能很难再从任何你能想像得到的公司中，包括象微软这样的公司，找到另外16个这样高IQ的一个团队。那真的是一个有着难以置信的智商的团队，而且他们所有人在业界都有着大量的实践经验。

他们可不是一帮在男装领域赚了钱，然后突然转向证券的人。这16个人加起来的经验可能有350年到400年，而且是一直专精于他们目前所做的。第3个因素，他们所有人在金融界都有着极大的关系网，数以亿计的资金也来自于这个关系网，其实就是他们自己的资金。超级智商，在他们内行的领域，结果是他们破产了。这于我而言，是绝对的百思不得其解。如果我要写本书的话，书名就是“为什么聪明人净干蠢事”。我的合伙人说那本书就是他的自传（笑）。这真的是一个完美的演示。就我自己而言，我和那16个人没有任何过节。他们都是正经人，我尊敬他们，甚至我自己有问题的时候，也会找他们来帮助解决。他们绝不是坏人。

但是，他们为了挣那些不属于他们，他们也不需要的钱，他们竟用属于他们，他们也需要的钱来冒险。这就太愚蠢了。这不是IQ不IQ的问题。用对你重要的东西去冒险赢得对你并不重要的东西，简直无可理喻，即使你成功的概率是100比1，或1000比1。如果你给我一把枪，弹膛里一千个甚至一百万个位置，然后你告诉我，里面只有一发子弹，你问我，要花多少钱，才能让我拉动扳机。我是不会去做的。你可以下任何注，即使我赢了，那些钱对我来说也不值一提。如果我输了，那后果是显而易见的。我对这样的游戏没有一点兴趣。

可是因为头脑不清楚，总有人犯这样的错。有这样一本一般般的书，却有着一个很好的书名，“一生只需富一次”。这再正确不过了，不是码？如果你有一个亿开始，每年没有一点风险的可以挣10％，有些风险，但成功率有99％的投资会赚20％。一年结束，你可能有1.1个亿，也可能有1.2个亿，这有什么区别呢？如果你这时候过世，写亡讯的人可能错把你有的1.2个亿写成1.1个亿了，有区别也变成没区别了（笑）。对你，对你的家庭，对任何事，都没有任何一点点不同。但是万一有点闪失的话，特别是当你管理他人的钱时，你不仅仅损失了你的钱，你朋友的钱，还有你的尊严和脸面。我所不能理解的是，这16个如此高智商的能人怎么就会玩这样一个游戏。简直就是疯了。某种程度上，他们的决定基本上都依赖于一些事情。他们都有着所罗门兄弟公司的背景，他们说一个6或7西格玛的事件（指金融市场的波动幅度）是伤他们不着的。他们错了，历史是不会告诉你将来某一金融事件发生的概率的。他们很大程度上依赖于数学统计，他们认为关于股票的（历史）数据揭示了股票的风险。我认为那些数据根本就不会告诉你股票的风险！我认为数据也不会揭示你破产的风险。也许他们现在也这么想了？事实上，我根本不想用他们来作例子，因为他们的经历换一种形式，很可能发生在我们中的每个人身上。我们在某些关键之处存在着盲点，因为我们懂得太多的其他地方。正象Henry Gutman所说的，破产的多是两类人：一是一窍不通者；一是学富五车者。这其实是令人悲哀的。我们是从来不借钱的，即使有保险做担保。即使是在我只有1万块钱的时候，我也决不借钱。借钱能带来什么不同玛？我只凭我一己之力时我也乐趣无穷。

一万，一百万，和一千万对我都没有什么不同。当然，当我遇到类似紧急医疗事件的情况下会有些例外。基本上，在钱多钱少的情况下，我都会做同样的事情。如果你从生活方式的角度来想想你们和我的不同，我们穿的是同样的衣服，当然我的是SunTrust给的；我们都有机会喝上帝之泉（说这话的时候，巴菲特开了一瓶可乐），我们都去麦当劳，好一点的，奶酪皇后（译者注：即DairyQueen，一家类似于麦当劳的快餐店），我们都住在冬暖夏凉的房子里，我们都在平面大电视上看Nebraska和Texas A&M（美国的两所大学）的橄榄球比赛，我们的生活没什么不同，你能得到不错的医疗，我也一样，唯一的不同可能是我们旅行的方式不同，我有我的私人飞机来周游世界，我很幸运。但是除了这个之外，你们再想想，我能做的你们有什么不能做呢？我热爱我的工作，但是我从来如此，无论我在谈大合同，还是只赚一千块钱的时候。我希望你们也热爱自己的工作。如果你总是为了简历上好看些就不断跳槽，做你不喜欢的工作，我认为你的脑子一定是进了水。我碰到过一个28岁的哈佛毕业生，他一直以来都做得不错。我问他，下一步你打算做些什么？他说，可能读个MBA吧，然后去个管理资询的大公司，简历上看着漂亮点。

我说，等一下，你才28岁，你做了这么多事情，你的简历比我看到过的最好的还要强十倍，现在你要再找一个你不喜欢的工作，你不觉得这就好像把你的性生活省下来到晚年的时候再用吗？是时候了，你就要去做的（不能老等着）。（这是一个比喻）但是我想我把我的立场告诉了他。你们走出去，都应该选择那些你热爱的工作，而不是让你的简历看上去风光。当然，你的爱好可能会有变化。（对那些你热爱的工作，）每天早上你是蹦着起床的。当我走出校园的时候，我恨不得马上就给格拉姆干。但是我不可能为他白干，于是他说我要的工资太高了（所以他没有要我）。但我总是不停地bug他，同时我自己也卖了3年的证券，期间从不间断地给他写信，聊我的想法，最终他要了我，我在他那儿工作了几年。那几年是非常有益的经验。我总是做我热爱的工作。

抛开其他因素，如果你单纯的高兴做一项工作，那么那就是你应该做的工作。你会学到很多东西，工作起来也会觉得有无穷的乐趣。可能你将来会变。但是（做你热爱的工作），你会从工作中得到很多很多。起薪的多寡无足轻重。

不知怎么，扯得远了些。总之，如果你认为得到两个X比得到一个让你更开心，你可能就要犯错了。重要的是发现生活的真谛，做你喜欢做的。如果你认为得到10个或20个X是你一切生活的答案，那么你就会去借钱，做些短视，以及不可理喻的事情。多年以后，不可避免地，你会为你的所作所为而后悔。

译者序：易晓斓

这里翻译的不是一篇文章，而是一个Video。确切的说，是 Warrent Buffet（巴菲特）在University of Florida商学院的一次演讲。在演讲里，巴菲特谈投资，谈做人，使译者受益匪浅。在这里翻出来以嗜读者。

8 Money Secrets From Warren Buffett

We all have someone whom we admire and respect. For me one person on my shortlist is Warren Buffett who is sometimes referred to as the "Sage of Omaha". I first heard about Buffett back in 2001 when I first started getting serious about investing and so I started reading all the titles with his name on it. Off course Buffett hasn't actually written any of them but they were priceless none the less.

If you have never heard of Buffett, Forbes currently ranks him as the third richest man in the world and he is arguably the world's greatest investor. He has amassed his fortune by making astute investment decisions and investing in businesses. Here is what I have learnt from Buffett:

1. Rich Is A State Of Mind
"I always knew I was going to be rich. I don't think I ever doubted it for a minute." - Warren Buffett

The difference between being poor and being rich is really just a state of mind. Poor people think thoughts of poverty and lack, rich people think thoughts of abundance and prosperity. Your beliefs are going to determine the way you perceive wealth, the decisions you make and the way you act towards it.

2. Success Is More Than About Your Bank Balance
When asked by CNBC what is the secret to success, Buffett replied "If people get to my age and they have the people love them that they want to have love them, they're successful. It doesn't make any difference if they've got a thousand dollars in the bank or a billion dollars in the bank... Success is really doing what you love and doing it well. It's as simple as that. I've never met anyone doing that who doesn't feel like a success. And I've met plenty of people who have not achieved that and whose lives are miserable."

3. Spend Less Than You Earn
"Should you find yourself in a chronically leaking boat, energy devoted to changing vessels is likely to be more productive than energy devoted to patching leaks." -Warren Buffett

It seems like common sense advice and you've no doubt heard financial experts preaching about it for years. You can't possibly get ahead financially if you're spending more than your paycheck. Buffett is famous for living a simple and frugal lifestyle. He is the only billionaire I know that still lives in the same house he bought back in 1958 for $31,500. He drove a 2001 Lincoln Town Car for years which he bought second hand. Buffett has a net worth in excess of $52 billion and yet lives off an annual salary of $100,000. The relative percentage of his spending based on his overall net worth is minuscule.

4. Avoid Consumer Debt
The sooner we realize that consumerism is a social plague that has been propagated by billion dollar marketing machines to keep you shackled to your job, the sooner we can stop spending money on useless stuff. It is a fool's game to spend today so that you can work tomorrow to pay it off. It is a losing proposition because one day your working days are going to be over but the debt is still going to be hanging over your head. Clever marketing has convinced our society that to be happy you have to have more, be more and do more. Buffett abhors consumer debt instead choosing to use debt wisely by leveraging it in investments.

5. You Are Who You Associate With
"It's better to hang out with people better than you. Pick out associates whose behavior is better than yours and you'll drift in that direction." -Warren Buffett

If you want to succeed financially you need to associate with people who are most conducive to encouraging and cheering on your financial journey. If the people you associate with see money as evil, object to capitalism and find wealth a foreign concept then your financial health and well being is going to be influenced by their views. Whether we like it or not we are all influenced to some extent by the people we spend our primary time with. If you aspire to achieve financial security then you need to find a mastermind of people in your life whom you can all encourage and help each other.

6. Gambling Is A Fools Game
"Rule No.1: Never lose money. Rule No.2: Never forget rule No.1." - Warren Buffett

While we are young and naive we choose to take risks with our money that are dumb and stupid. Trying to hit a home run with your money every time is a losing proposition with long term consequences. To chase investments that offer a high rate of return you must also assume that it also comes with a higher rate of risk. Bill Gates once quipped "Warren's and my betting has always been confined to $1 bets" when talking about them paying poker together. If two billionaires take risk management this seriously, it's time we average punters did the same thing.

7. Give Back To The Community
"Of the billionaires I have known, money just brings out the basic traits in them. If they were jerks before they had money, they are simply jerks with a billion dollars." - Warren Buffett

They say that to have more you need to give more. A contradiction in terms, maybe, but it's a simple truth that is as enduring as time. As the bible says "It is more blessed to give than to receive -Acts 20:35". Buffett has announced in 2006 that he was giving away over $30 billion to the Bill and Melinda Gates Foundation making it at the time of writing the largest charitable donation in history. He also contributes large sums to his children's charitable foundations.

8. Generosity and Abundance Goes Hand In Hand
"Even though Ben Graham [Buffett's mentor] had everything he needed in life, he still wanted to give something back by teaching, So just as we got it from somebody else, we don't want it to stop with us. We want to pass it along too." - Warren Buffett

A famous bible quote goes: "What benefit will it be to you if you gain the whole world but lose your own soul?" - Mark 8:36. The path to wealth isn't a solo endeavor. How sad would life be if you come to the end of your life and there is no one to share it with. So as you journey on your path to financial abundance remember that there will be many people who generously helped you on your journey so it is only fitting to pay it forward when the opportunity arises. Generosity with your time, with your money, with your resources are great virtues to have. The greatest ally to building a strong friendship is to help others achieve what they want from life.

I leave you with this last quote "You only have to do a very few things right in your life so long as you don't do too many things wrong." - Warren Buffett

張明正：我為什麼成功？(2)

看到自己的策略成功，張明正感到非常得意。

運用保齡球理論作為行銷策略的依據是張 明正最擅長的一招。打對第一支瓶子，其他瓶子就會隨之應聲而倒，因此瞄準首先攻擊的瓶子特別重要。當趨勢在美國、日本及中國臺灣地區逐漸累積一些企業用戶 時，趨勢開始研究客戶的特性與共通性。張明正發現金融界的潛在客戶不少，或許是因為他們特別需要保障數據的安全性吧。

早在PC-cillin剛在美國上市時，紐約的美國聯邦儲備銀行（Federal Reserve Bank）就採用了趨勢的企業防毒方案。幾年來為了服侍這位超級大客戶，趨勢戰戰兢兢，不敢稍有疏忽。雖然吃了不少苦頭，但是也累積了不少應付銀行客戶的經驗，了解他們對電腦防毒的需求。

另一場保齡球就是瞄準IT業界的瓶子， 攻下電腦硬件大廠之後，再向相關業界的主板廠商、顯視器廠商、增值係統整合業者、軟件業者進攻。幾年來，趨勢運用這套策略，先獲得業界龍頭的採用，與之密 切合作，再逐一拜訪其他同行企業，獲得不錯的成績。

這種鎖定全球大企業為主要客戶群的策 略，自然也影響了趨勢產品發展的走向。為了滿足跨國企業的多平臺混用網絡環境，趨勢科技不斷發展適用于各操作平臺的防毒軟件，更進一步整合為中央控管。 1999年更因為企業無法分配專責的防毒網管人員，卻苦于防毒工作的千頭萬緒，趨勢再次領導創新，開發出eDoctor——防毒委外服務的產品。目前在美 國、日本、臺灣地區、英國都已獲得不錯的回響。

大客戶策略引導趨勢走向產品垂直整合的方向，也使趨勢在資源集中運用之下，利潤快速成長。

雖然，創業中的陷阱很多，但是創業者卻往往受困于公司成長中的四大陷阱——

創業者的四個陷阱

可以說，創業是每個有抱負的人的理想。 但是有許多因素會困擾著他們。作為創業者，張明正經常在自我批判，深怕蹈入成功所設下的陷阱。他在《哈佛商業評論》的論文中，深入討論了阻礙創業者成長， 將公司制度化、規模化的四大陷阱。

首先，對創業夥伴的忠誠 （Loyalty to Comrades）。他認為，在創業期胼手胝足一起奮鬥的團隊向心力強、忠誠度高，是公司初期成功的關鍵功臣，但當公司日漸成長，環境改變，有時就會出現 創業團隊不能配合的問題，領導者卻常為了對夥伴們的忠誠而盲目信任。這樣有時危及公司成長，有時阻礙新秀出頭，于是公司難以創大格局。

其次，任務優先化（Task Oriented）。創業的主管常專注于手上的任務，他們事必躬親，尤其是負責產品開發、營運和財務的人，一心一意完成眼前任務，他們是執行力的急先鋒， 是帶動公司前進的火車頭，但是他們往往因為太過專注于眼前任務，而無法拉長視線看到長期策略的重要，忽略了制度運作的必要，不知不覺中反而把公司帶向一個 雜亂無章的險境當中。

第三，一味專心（Single Mindedness）。創業初期如激光般的專注解決某個問題，創造具有獨特性、排他性的產品與服務往往是成功的關鍵，但當公司成長、客戶的要求增多時，如果創業者仍然執迷最初的專注，不肯聆聽客戶或基層員工的反映，往往會因此錯失成長的良機。

第四，封閉的工作環境（Working in Isolation）。開發產品的創業初期專心一意，不理外務，那是一種隱含著機密性的喜悅，但是一旦到了產品銷售的階段，就不能再身處封閉環境，一定得把注意力從公司內部轉移到公司外部，許多創業者卻沉迷內務而忘了外在環境的重要性。

如何領導企業？又如何管理企業？在張明正看來——

領導不等于管理

張明正最欣賞的兩句名言，一句是比爾· 蓋茲所說的“18個月後公司會怎樣，誰也不知道。”另一句名言則是英特爾董事長安迪·格羅夫（Andy Grove）所說的“惟偏執狂能生存”。在他看來，這兩句名言說出了兩個方面的問題：一方面是任何公司都面臨18個月後可能破產的危機。因此不論如何強大 的公司，都不能安于現狀，必須隨時機警地留意公司內部和外部大環境的變化。細心觀察產業界中那些自大的、維持不變的、獨斷的恐龍之所以一夕倒下的原因。另 一方面，高科技產業市場變化快速，如何保持競爭力創造高成長，企業領導人必須是Paranoid（偏執狂），隨時警覺，隨時準備改變。

但是領導（Leadership）和管理（Management）有著天壤之別。領導是以“需求”的方式統領人事，管理是以“做事”的方式統領人事；所以領導者是“做對的事”（Do right things），管理者則是“把事做對”（Do things right）。以戰爭攻城打比方，領導者若要攻下一座城堡，他要做的是下令攻城，居後方穩固軍心，並對各項獻策做出決定；而管理者則是分析謀略，如何有效率地攻下這座城堡，需要或可用什麼方法，如果發生種種的意外狀況又應該如何應對，進而下達有效執行的命令。

我認為“領導”應具備下列特質：一是領導能夠登高一呼。創業者經營企業就是站在領導的角色，看準市場，做好決定之後，就下達朝目標前進的命令。因此，集中產品策略和持續拓展經營一直是趨勢科技創業以來的經營路線。

全球軟件巨擘微軟成功的原因有許多，但 其首席財務官（CFO）科納斯（John Connors）在接受採訪時特地指出，“Microsoft Persistent”是成功關鍵。微軟出新產品時，其1.0版可能臭蟲（bug）既多，產品也是失敗的，但它繼續研發、改善，並推出2.0版，結果可能 仍不叫好，市場依舊打不開，它還是堅持繼續研發改善，推出3.0版，終于成功攻下市場，叫好賣座，這就是持續拓展經營的最佳示范。因此我們可以預見微軟的 X-box也將遵循此“Microsoft Persistent”的模式，終將競爭對手擊敗，站上市場的頂端。因此，“領導”必須預見市場，登高一呼，然後集中產品策略，進而持續拓展經營，這也是 趨勢科技自創業以來登上世界舞臺的經營法門。

二是領導是不斷溝通。身為領導人，最 重要的任務之一是溝通。要無數次地與直屬的經理人溝通，確定領導人的信息和公司的期望，可以有效地傳達到每一層級的管理和基層人員，包括最接近客戶的市場 業務人員和技術支持人員，這是最具挑戰性的任務。因此一個具有溝通能力的人，是有著難得特質的好人才。

三是領導是充分授權。“管理”是用“命令”的方式，賞罰分明地治理公司。但“領導”是用“授權”的方式，讓經理人甚至員工覺得被充分授權，而對工作產生熱情，積極，進而能夠充分發揮自我潛力，企業整體即能夠產生良性循環。
如何管理一個國際團隊？張明正認為，訣竅在于“領導”，而不是“管理”。那麼，現代企業的

CEO應當做些什麼——

CEO的三項工作

張明正認為，現代CEO的工作主要有三 項:其一，找到一個能夠在特定的商機之下實現致勝策略、看得到機會的人才；其二，找到對的、好的人才加入團隊；其三，建立一些衡量業績的工具、方式、交叉 審核等等。比如趨勢科技利用PDP（Performance Development Process，工作發展計劃）、PRP（Performance Review Process，業績表現規劃），讓每位員工知道自己努力的方向。通常只要目標建立得清楚，聰明的、有潛力的人就能夠在對的環境，利用對的工具，被激勵並 開發出自己的潛在能力，毋需告訴他們如何去做，就能夠自己發揮。

此外，張明正還指出，領導者的個性也會影響企業的發展，是什麼樣的人，就會創造、領導出什麼樣的公司。“我的體悟是‘Be the best part of yourself’，要讓自己（領導者）很自由、很自在，懂得而‘順其自然’（Let go），因此，當我在談判和結盟的時候，都秉持著‘No deal is better than bad deal’的理念——不要自找麻煩，不要一廂情願，不要患得患失。”張明正認為，有了這種態度，處理事業或面對任何難關，自然都能輕易化解。 “有人問我經營企業最困難的事是什麼，我想就是請業績不好的員工離去以及聘任到不勝任的主管了，除此之外，我快樂滿足。”

記者: 陶如軍

張明正：不怕面子不面子 創業是為了救贖自己

不怕面子不面子 創業是為了救贖自己

　　“大家注意看，我數123之后，這東西就會粘在我手上。”張明正右手握著獎座，邊說邊用左手指著，把台下觀眾的目光導引到他的右手上。“1,2……3”他猛地鬆開右手手指，獎座真的粘在手掌上沒掉下，台下響起一片掌聲。

　 　這可不是魔術表演，而是在“亞洲最佳商業領袖”頒獎典禮現場，台上是剛得到“年度創新人物”獎項的趨勢科技董事長張明正，以及他得獎致詞的隨興表演。那 一晚，他少見地穿上西裝打領帶，一改平日POLO衫休閑褲風格。“因為主辦單位特別叮嚀著正式服裝。”他頑皮地笑著說。

　　今天的全球高 科技行業中，很少有人不知道“趨勢科技”的董事長張明正。他有傳奇般的成功故事，在十幾年內，以5000美元在洛杉磯創業，幾經沉浮，如今經營著世界上最 大的單一軟件公司，其市值達70億美元，被權威雜志評為全球前100名最熱門上市公司之一。而他本人曾連續兩年被美國《商業周刊》推選為“亞洲之星”。

• 不怕面子不面子



　　張明正出身貧寒、自小貪玩調皮。初中與高中階段，他都是在“后進班”念書，因為成績太差，沒少挨老師的罰。第一年考大學失利，補習之后第二年才考上台灣輔仁大學應用數學系。



　　張明正從不諱言這段經歷，他說這正造就了他不患得患失、勇於應付困境的性格，一向以“輸得起”的態度看待生活。用他夫人陳怡蓁的話說，“他覺得人生裡他本來就是一個loser(輸家)，所以他不怕失敗，也沒有什麼面子不面子的問題。”



　　在切身體驗的基礎上，隨著趨勢科技的逐步完善壯大，張明正更是把“輸得起”、“敢於失敗”作為企業文化在員工中推廣，他說“經營風險重重，當今尤甚。但 最大的危險莫過於讓員工失去失敗的勇氣。”尤其在高科技領域裡，失敗的例子俯拾皆是。於是，這位當家人在培養人才的做法中有所謂“深海游泳訓練”，把人才 丟到深海裡，置之死地而后生。不過，在這樣做的時候，岸上會有救生圈隨時准備拋出，那就是公司的團隊合作精神，以及容許犯錯、不怕失敗的哲學。



• 員工以拿他開涮為樂事


  

　　張明正的夫人陳怡蓁堅信，在張明正血液裡一定含有大量“變動因子”（所幸他對夫人還算忠誠）。他總是挑選別人沒做過的事去嘗試，即使別人做過了，他也要再試探有沒有不一樣的方法可以達到目標。而這正是與他“輸得起”的樂觀性格是互動、互為因果的。

　　他開車旅行時，不喜歡按圖所示，老是在尋找新的捷徑，即使迷路也會慶幸沿途風景不一樣。

　　他是個因為興趣、個性，而為創業而創業的人，這使他有一顆赤子的童心，希望大家能和他一樣因為興趣、因為快樂而工作，所以常挂在他嘴邊的兩句話是“Enjoyy-ourwork（享受工作樂趣）”，“Havefun（找些樂子吧）”。

　　“探索本身就是很有樂趣的，思想的探索更是。我每次到學校演講，很多人都問我，如果要創業，在學校時該做什麼准備？我一貫的回答都是，盡情談戀愛、開派 對、跳舞娛樂，偶爾也記得讀讀書就好。那麼急做什麼？重點是趁在學校的時候一直探索自己，做一些奇怪的事情，了解自己，建立自己的價值觀才重要。”張明正 這樣對記者說。

　　“樂在工作”，“找些樂子”真的成為了趨勢人工作的原動力，所有人都努力向張明正一樣，工作時全力以赴，玩樂時甚至可以沒大沒小，敢拿張明正開涮。



• 夠酷夠另類也夠偏執



　　看過趨勢科技的征才廣告嗎？這是由他親自撰寫的：“隻要你是———愛穿牛仔褲，愛喝可樂，愛穿拖鞋在辦公室走動，喜歡自己寫的程序被全世界百萬人使用，並且———不怕挑戰，更不怕被挑戰，我們歡迎你———趕搭趨勢科技列車”。從1995年開始，這則廣告沿用至今。

　　樂觀好玩，信奉找樂哲學的張明正經常寓教於樂。1998年8月，在台北一家飯店舉辦的“上市慶祝派對”上，當時台灣的趨勢公司因為各種原因出現人心渙散 之態，為了鼓舞大家的士氣，張明正竟在這個全著晚禮服盛裝、氣氛庄重的派對上，出其不意以無袖T恤、馬褲，鼻環、耳環的倫敦朋克族打扮出場。除了活躍氣 氛、好玩之外，更宣揚了“趨勢”敢於改變、勇於與眾不同的文化，頓時令公司上下士氣大振！

　　張明正善變，他自認為從小就不是很有恆心的人。他酷愛魔術，總會在會議上炫耀一下新學的魔術﹔他愛探險，曾穿越亞馬孫叢林，在冰島釣?魚﹔他喜歡追逐潮流，經常穿兒子的外套。然而他又有專一的一面。

　　英文普通、日文不流利，張明正卻能打入最難的美日市場，接下來並進入全球市場，憑借的是他對創業和做軟件的偏執。創業過程對張明正是一場人生試煉，而創新成果則是伴隨的副產品。



　　2002年，酷愛旅游的張明正和家人開始了向往已久的“西藏行”。他們佇立在海拔5150米的喜馬拉雅聖母峰，由於暴風雪的突然降臨，登頂的計劃沒有成行，仰望著8848米的極頂，張明正心裡頓時有了一番全新的領悟：人類是如此的渺小，想要登峰造極是如此的困難！

　　在商海一路走來，張明正憑借著自身的感悟，始終善變卻始終平和。



• 創業是為了救贖自己



　　成長過程中，父親一直對他嚴厲，與父親對抗則讓他更清楚自己要什麼。趨勢在日本上市時，已中風的父親撐著坐飛機趕來，要看兒子上台。父親過世時，張明正流下眼淚，深悟創業是為了救贖自己。



　　“我最近在看李安的自傳《十年一覺電影夢》，他書裡講道從小他總達不到父親的期望，每次回台灣，回家就很緊張。當他看《畢業生》這部電影，終於找到自己 可以做好的事。我覺得自己的經驗跟他太像了，他小時候也住過屏東，讓我看了更高興。於是，對我而言，做生意也是一條救贖之路。”張明正這樣說。

　　等到自己兒子長大，熱愛搖滾的張明正一度非常反感兒子迷戀的RAP（饒舌歌），看了《八英裡》后，他開始了解RAP歌手的生活。現在，“我已經不聽搖滾了”，張明正說，“RAP有時聽起來真的像一首詩一樣。”



　　“人生最難的就是做你自己，了解自己，創新就是不斷找到你自己的過程。”張明正給創新下了定義。

張明正：何不找些樂子

　　在今天的全球高科技行業中，很少有人不知道“趨勢科技”的董事長張明正。他有傳奇般的成功故事，在12年內，以5000美元在洛杉磯創業，幾經沉浮，如今 經營著世界上最大的單一軟體公司，其市值達100億美元，被權威雜誌評為全球前100名最熱門上市公司之一。而他本人曾連續兩年被美國《商業週刊》推選為 “亞洲之星”。

　　本來就是輸家

　　也許從他出身貧寒、自小貪玩調皮中我們還能找出例子，證明其中蘊含他日後創業成功的因子，但在知識經濟時代，這種成功個案不算多吧——初中與高 中階段，他都是在“後進班”唸書，因為成績太差，沒少挨老師的罰。第一年考大學失利，補習之後第二年才考上台灣輔仁大學應用數學系。張明正從不諱言這段經 歷，他說這正造就了他不患得患失、勇於應付困境的性格，一向以“輸得起”的態度看待生活。用他夫人陳怡蓁的話說，“他覺得人生裏他本來就是一個 loser(輸家)，所以他不怕失敗，也沒有什麼面子不面子的問題。”

　　在不長的創業歷程中他曾有兩次敗得一塌糊塗的經歷，但都奇跡般挺過，又另辟蹊徑重新崛起，這其中固然有很多因素，但關鍵有一條是他有良好的心理 素質、心理承受能力。而“輸得起”的心態，反而讓他獲得了不少機會。1992年爭取到與英特爾公司的合作就是個好例子。當時的趨勢科技在美國還沒有什麼名 氣。張明正獲悉英特爾的網路部門主管將在紐約參加一個研討會，於是抱著試一試的態度去尋求合作，在被秘書擋了幾次門之後，他仍堅持不懈前去求見，最後一次 他在門外等了5個小時之後，終於見到了那位主管。見面後，他仍以“輸得起”而無所顧忌的心態勇於推銷自己和自己的產品，最終使英特爾答應使用趨勢的防毒軟 體，並下了大量的訂單，還允許其借用英特爾的品牌行銷。與這麼一家名不見經傳的小公司合作，這在英特爾的歷史上可說是絕無僅有。張明正說很多事不是不可 能，而是看你敢不敢放下面子去嘗試，他當時的想法就是“大不了他們不理我嘛！反正我也沒有什麼損失。”

　　在切身體驗的基礎上，隨著趨勢科技的逐步完善壯大，張明正更是把“輸得起”、“敢於失敗”作為企業文化在員工中推廣，他說“經營風險重重，當今 尤甚。但最大的危險莫過於讓員工失去失敗的勇氣。”尤其在高科技領域裏，失敗的例子俯拾皆是，事實上，網路經濟的進化完全是拜失敗所賜。趨勢科技在培養人 才的做法中有所謂“深海游泳訓練”，把人才丟到深海裏，置之死地而後生。不過，在這樣做的時候，岸上會有救生圈隨時準備拋出，那就是公司的團隊合作精神， 以及容許犯錯、不怕失敗的哲學。

　　拿他開涮為樂事

　　張明正的夫人陳怡蓁堅信，在張明正血液裏一定含有大量“變動因子”(所幸他對夫人還算忠誠)。這種狂放不羈、隨時求變的個性表現在兩方面，一是 堅信“天生我材必有用，要儘量發揮，嘗試我的極限”。張明正總是挑選別人沒做過的事去嘗試，即使別人做過了，他也要再試探有沒有不一樣的方法可以達到目 標。而這與他“輸得起”的樂觀性格是互動、互為因果的，比如他開車旅行時不喜歡按圖所示，老是在尋找新的捷徑，即使迷路也會慶倖沿途風景不一樣。所以後來 他才會在大多數人還弄不懂病毒為何物時，就毅然決然投身防毒產業。隨時求變的個性也註定他不甘受制於人，束縛自己個性和創造力的打工族生活，即便是高級打 工仔也不行！所以他才屢番放棄穩定、安逸的生活，在沒有特殊背景、沒有創投資金，甚至沒有貸款的狀況下踏上困難險阻無數的創業不歸路。而在創業之後，在很 多關鍵時刻，他也以此自勵。比如堅持自主開發具有原創性的核心技術，不做“老二”產品，堅持自創品牌；網羅海外經銷商成為趨勢分公司……這些都來自同樣的 “掌握命運”的思考原動力。勇於求變是在飛速發展的高科技行業中得以生存的重要條件，而張明正的幸運就在於懂得選擇，使自己的性格與從事的職業達到了完美 的契合。

　　張明正尊重個性、隨時求變的性格深刻影響了“趨勢”的企業文化，也為他贏得了人心。人才可說是軟體類公司不可替代的資源，靠5000美元起家的 “趨勢”，正是憑藉著張明正突出的另類領導魅力凝聚了一支以後所向披靡的精英團隊。他是個因為興趣、個性，而為創業而創業的人，這使他有一顆赤子的童心， 希望大家能和他一樣因為興趣、因為快樂而工作，所以常挂在他嘴邊的兩句話是“Enjoy your work(享受工作樂趣)”，“Have fun(找些樂子吧)”。

　　“樂在工作”，“找些樂子”真的成為了趨勢人工作的原動力，所有人都努力向張明正一樣，工作時全力以赴，玩樂時甚至可以沒大沒小，敢拿張明正開 涮。為了推廣求新求變、尊重個性的企業文化，張明正身體力行，最具代表性的有兩件事。一是由他親自撰寫的“趨勢”的徵才廣告“只要你是——愛穿牛仔褲，愛 喝可樂，愛穿拖鞋在辦公室走動，喜歡自己寫的程式被全世界百萬人使用，並且——不怕挑戰，更不怕被挑戰，我們歡迎你——趕搭趨勢科技列車”夠酷，夠另類 吧，幾乎是張明正和眾多趨勢人精神氣質的寫照。從1995年開始，這則廣告延用至今，張明正說我就要用這樣一個形象來表示我們公司是一個很年輕、很活潑、 很有創意的公司。樂觀好玩，信奉找樂哲學的張明正經常寓教於樂。而最火爆的當屬1998年8月在台北一家飯店舉辦的“上市慶祝派對”了。當時台灣的趨勢公 司因為各種原因出現人心渙散之態，為了鼓舞大家的士氣，張明正竟在這個全著晚禮服盛裝、氣氛莊重的派對上，出其不意以無袖T恤、馬褲，鼻環、耳環的倫敦朋 克族打扮出場。除了活躍氣氛、好玩之外，更宣揚了“趨勢”敢於改變、勇於與眾不同的文化，自然令士氣大振！

　　張明正的意義其實已超出了性情老闆的範疇，他的成功更昭示了我們該如何聽從內心的召喚，獨立選擇自己的人生道路和怎樣才能擁有充實、快樂的人生。

張明正：我為什麼成功？(1)

一位出身于農村的孩子，為了被認可的衝動而走上了創業的道路；歷經坎坷，幾經周折，他和他的公司終于登上了防網絡病毒軟件領域的霸主席位；而他和他的企業也一度被收入哈佛商學院MBA的成功案例中……

在病毒軟件領域，張明正的名字可以說是 無人不知無人不曉的。他的創業故事，至今廣為流傳。1988年，張明正和夫人陳怡蓁白手起家，在美國創建了趨勢科技，專門從事防病毒業務。10多年後，趨 勢科技先後在日本東京和美國納斯達克挂牌上市，在30個國家和地區設有分公司，擁有員工近3000名，公司市值超過100億美元，成為亞洲市場價值最高的 軟件公司。

那這成功的一切根源于何處？在張明正看來—— 策略是致勝的關鍵

有人曾說“錯誤的決策比貪污更可怕”。高科技的商業經營領域就是這樣。

上世紀90年代，當趨勢科技的競爭對手 如日中天，不遺余力地打擊趨勢時；當趨勢的團隊戰役失利，流失客戶時，張明正總是鎮定地穩住陣腳，告訴趨勢人：“我們的策略會成功，只要我們在執行上少犯 錯，一心一意，像打太極拳般一招接一招綿綿不斷，穩穩地發出，他們一定會露出破綻，屆時我們必將一擊成功。”

在瞬息萬變的高科技界，一個錯誤的策略，足以危及公司的生死存亡。

英特爾差點因為不承認Pentium處理器的浮點運算問題而造成公司危機；微軟只因互聯網策略的延誤，如今氣喘吁吁地追趕雅虎；網威更因貿然進攻客戶端（Client）軟件的策略而一敗涂地。

十多年來，趨勢在經營管理、用人政策、 宣傳廣告……各方面都犯過很多大錯，但是在最主要的策略方向上，張明正一直把持謹慎，很幸運地，不曾因為重大的策略缺失造成無可彌補的損失。張明正與其夫 人在1992年訂出的“FAME”主軸策略，沿用至今不曾出錯，雖然中間經歷過種種考驗與挑戰，也曾有過搖擺不定的時候，但如今看來卻似乎愈挫愈勇，歷久 彌新。

據說，為了籌備1992年在臺北圓山飯店舉行的第一屆趨勢國際會議，張明正與太太在洛杉磯忙翻了天：籌劃大綱、制定主題，安排來自世界各地與會人員的住宿、三餐、余興節目等上百種瑣事。

在這之外，最重要的是張明正的演說內容 “趨勢科技的策略與未來走向”。身為總裁，他的宣言關係公司命脈，如果不夠強勁有力，很難激發士氣，帶領當時50多位同仁、海外分公司以及33國經銷商向 前衝刺。雖然張明正滿腹策略，但問題是如何簡單扼要地宣示，讓大家都記得住，知易行也易呢？

“所謂策略，就是要有取舍，要能專注 于某些部分，犧牲某些部分，如果什麼都做，那就不是策略了。”張明正對夫人說著，他的思考是跳躍式的，創見不斷冒出，“還是專注在防毒市場吧！這是真正成 長當中的市場，其他如傳輸軟件、數據保密等等，都非我們所長，何況我們資源有限。”張明正相當清楚趨勢的實力所在，“另外我們也應該專注在大客戶身上，多 爭取業界著名的企業用戶，才能建立趨勢的知名度與信賴感，更何況公司企業才是財源所在。”

就這樣，趨勢許多重大決策，就在張明正夫婦的即興討論中產生，爾後再正式規劃成形。

兩個月後在圓山舉行的國際會議中，張明 正開宗明義地揭示“專注（Focus）、聯盟（Alliance）、大客戶（Major account）、專家（Expert），為趨勢科技的主軸策略，以每個英文字開頭的字母組成了“FAME”（名聲），與當時一部新潮且頗有賣座的電影同 名。這可是張明正與太太陳怡蓁想破腦袋終于拼湊出來的，既符合趨勢公司年輕新潮的文化，又便于記憶，容易解說。張明正說：“一個策略要能夠推行有成，除了 要簡潔、有力，也要能深入人心，易懂易記，否則大家聽過就算了，也是枉然。”

這樣的專注策略可以說是有遠見的。當 趨勢的競爭對手不斷擴充產品線的同時，趨勢卻獨沽一味，專心往產品垂直整合的路線發展，把所有平臺上的防毒軟件發展到極致，更進一步完全整合，提供中央控 管的功能，以利企業環境的全方位防毒。

然而專注于防毒，固然攻勢犀利，但是如果獨力做戲，勢單力薄，在弱肉強食的軟件業界，很難持續成長。

1990年是趨勢科技存亡關鍵之年。 PC-cillin雖然已經嶄露頭角，在臺灣地區、新加坡、馬來西亞等地都是防毒的領導品牌，然而在美國卻陷入苦戰。當時防毒軟件百家爭鳴，全世界竟然出 現了將近300家競爭對手。PC-cillin雖然搶得先機，可惜在美國未能及時建立技術服務部門，當客戶有問題時，無法立刻提供服務，程序有錯時，也因 為工程師人在臺灣，自然以解決臺灣客戶的問題為優先，而延誤了在美國的商機。

在業務戰場上徵戰多年，張明正早就深 諳策略聯盟、借力使力的重要。“惟有策略聯盟了。找一家大廠當靠山，讓他們負責行銷與售後服務，我們提供產品與第二線的技術支持。”策略方向一旦定案，張 明正開始收集資料，四處探詢，尋找最佳聯盟夥伴。

正所謂“窮則變，變則通”，先前有過與彩虹科技ODM合作成功的經驗，也為他壯膽不少。日思夜想中，一條不怎麼顯著的業界新聞，引起他的注意：芯片大廠英特爾買下紐約一家服務器工具軟件公司Lan System。這似乎意味著英特爾有意投資服務器端的軟件市場。

經過張明正堅持不懈的努力，趨勢與英特 爾終于達成了策略聯盟，並且持續了七年之久，形成相當成功的雙贏合作模式。雙方約定：“英特爾擁有全球行銷權、LanProtect（後來改名為 Landesk Virus Protect） 的品牌所有權，負責第一線技術服務，最初兩年英特爾每季支付營業額17%的專利費，之後再隨營業額成長而漸次調低。趨勢則保證產品開發與病毒碼即時更新， 負責亞洲地區的行銷，並保有知識產權。”這也就是說，雖然挂著英特爾品牌，但是軟件內皆須注明“趨勢擁有知識產權”（Copyrighted by Trend Micro）。

這是趨勢ODM 策略最起碼的要求，並堅定地堅持這一原則，後來證明這種堅持有絕對正面的作用。許多歐美企業用戶都是因此得知有“Trend Micro”這家防毒公司的。

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