每周发现（Jan2007 2nd)
http://www.qunar.com很酷的垂直搜索站点<BR><BR><BR>聪明的大公司是把业务尽可能变成一张自助餐台，也就是创造出让每个客户自己服务自己的平台，依他们自己的方式、步调、时间、品味。等于是把顾客变成员工，同时还要让顾客掏钱买消费的乐趣！<BR><BR><BR>when we know something, it becomes hard for us to imagine not knowing it. As a result, we become lousy communicators.<BR>(当你在某专业造诣越来越深时，你就很难将这门专业形容得很简单。像我们说的，你变得无法与人很好的在这个专业问题上进行沟通）<BR><BR><BR>Lots of entrepreneurs can tell you a dozen reasons that their product or service will transform the world. A good challenge for them would be to sort through the dozen reasons and pick the single most important one. It’s a worthy aspiration to paint a picture of the world that is simple enough and concrete enough to be sketched on a cocktail napkin.<BR>（许多企业家能告诉你一大堆他们产品或服务能改变这个世界的理由。但出色的企业家能从这一大堆理由中找出一个最重要的。就是能把这个改变世界的点子变成一幅充满热情的图画，并简单，具体地在一张鸡尾酒餐巾纸上描绘出来。）<BR><BR><BR>so the idea of MySpace may not matter as much as the product. You have to be there because that’s where your friends are, just like you have to buy on eBay because that’s where the sellers are. But if something can unseat MySpace it might be a reverse of the basic identity appeal.<BR>（所以MYSPACE的创意也许并不比它的产品更重要。你必须经常登陆它们那里只是因为你的朋友们登陆那里而已，就像你必须在EBAY上买东西可能只是因为那里有你想买的东西的卖家而已。但如果某样东西能使MYSPACE失败的话，那就只可能是最基本的大众需求的颠覆。）<BR><BR><BR>1.Simple A single, clear mission.<BR>（简单： 一个简单，清晰的任务）<BR>2.Unexpected A man on the moon? It seemed like science fiction at the time.<BR>（出人意料：登上月球？这在那个时候就像是科幻小说一般）<BR>3.Concrete Success was defined so clearly—no one could quibble about man, moon, or decade.<BR>（具体：对于成功有详细清晰的定义-没有人能对人，月球，或者十年内有第二个模棱两可的解释）<BR>4.Credible This was the President of the U.S. talking.<BR>（可信度：这是美国总统发表的公开演说）<BR>5.Emotional It appealed to the aspirations and pioneering instincts of an entire nation.<BR>（感情：登陆月球需要整个国家的热情以及开拓的精神）<BR>6.Story An astronaut overcomes great obstacles to achieve an amazing goal.<BR>（故事性：一个宇航员克服巨大的困难最终完成不可思议的任务）<BR><BR><BR>It is not what it is worth today, but what it can be worth in the future as part of your strategy<BR>（这不是某件事今天是否有价值的问题，是这件事作为未来你的整体战略中的一部分是否有价值的问题）<BR><BR>The first question we will ask is: "What gives you an unfair advantage?" <BR>（第一个问题我们将要解决的是：“究竟是什么赋予你绝对的战略优势？”）
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