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Exclusive: LeEco acquires Yahoo’s Santa Clara land for $250M

Chinese tech company LeEco has completed the acquisition of Yahoo’s nearly 50-acre development site in Santa Clara, a prelude to an ambitious growth strategy as it ramps up its North American R&D operations.

Read more: http://bit.ly/1XwGKt9

Here’s What Happened To All 53 of Marissa Mayer’s Yahoo Acquisitions

Yahoo, the once-vaunted internet giant, is in shambles. Its revenue is in decline. Its shareholders are crying foul. Its prized public faces are scrambling for an exit, and the company has laid off 15 percent of its workforce.

Read more: http://bit.ly/1XwFUNc

Yahoo Reportedly Selling Huge Silicon Valley Site To Chinese Firm

Yahoo (YHOO)  has reached a deal to sell a 48.6-acre undeveloped site in Santa Clara, Calif.,  near the heart of Silicon Valley and four miles from the company’s Sunnyvale headquarters, to Chinese tech firm LeEco, according to the Silicon Valley Business Journal.

Read more: http://bit.ly/24cwcE1

Secrets of the Yahoo Sale ‘Book’ Reveal Financial Meltdown and Big Bet on Mobile Voice Search

According to some pages from the “book” that Yahoo bankers have given out to prospective buyers, the financial situation at the Silicon Valley Internet giant is becoming increasingly dire. While I cannot show the documents I have obtained, Re/code has gotten access to them.

Read more: http://on.recode.net/1Vaq8pY

Yahoo exploring sale of $1 billion-$3 billion in ‘non-core assets’: CFO

SAN FRANCISCO Yahoo Inc (YHOO.O) is exploring the sale of $1 billion to $3 billion of patents, property and other “non-core assets,” its chief financial officer said on Thursday.

Read more: http://reut.rs/1ppKSgp

According to multiple reports, there are now seven bidders for Hulu, including

  1. pay TV operators DirecTV
  2. Time Warner Cable
  3. private equity firms KKR
  4. Guggenheim Digital
  5. The Chernin Group
  6. Silverlake Partners (along with talent agency William Morris Endeavor)
  7. Yahoo

Screen Shot 2013-05-27 at 9.41.24 AM

A good portion of its viewers pay to watch because Hulu is the only place where they can stream broadcast content online or on a mobile device or connected TV. And they might not pay if they can find their favorite shows elsewhere.

052794e

Jennifer Dulski

President & COO at Change.org

Archetype 1: The Advisor
Behind any good Advisor is an ability to distill life lessons into short, memorable soundbites. To find your Advisor, seek out people who excel at things you want to learn, and ask for guidance.

Archetype 2: The Role Model
The Role Model mentors by doing. To find a Role Model, look for someone who’s living the life you envision for yourself. Then ask them how they did it.

Archetype 3: The Listener
In a world of rapid-fire texts, Tweets, and chat messages, there’s something so unexpectedly fresh and welcome about a real Listener. Seek out someone who’s not afraid to try to “get inside your head” by asking probing questions, as a good Listener has a voracious appetite for understanding, and can make you better because of it.

Archetype 4: The Motivator
The motivator maintained an incredibly high level of energy that left people feeling excited to get back to work. To recognize a motivator, look out for someone who reminds you of your greater purpose. You’ll likely leave conversations with a Motivator feeling energetic and empowered.

Archetype 5: The Achiever
Ultimate Achiever setting a high bar for himself and for his team. The pressure to accomplish greatness can be overwhelming – but if you embrace it, that pressure can push you to a level beyond what you think it possible. It’s easy to identify an Achiever mentor: look for the people who set high standards for themselves and who push you beyond your comfort zone. And, instead of pushing back against their high expectations out of fear of failure, try to live up to them. You might be surprised at what you can accomplish.

OB-XJ888_130408_E_20130507235508

“Growth in the consumer tech industry always starts with traffic,”

She added that buying Tumblr instantly boosts Yahoo’s user base by 50% to 1 billion, and Web traffic by 20%, “which is really heartening.”

Yahoo will pick up around 90 software engineers from Tumblr. Web companies often pay $1 million per engineer during a transaction.

重要內容

  1. The One-Person Product
  2. Tumblr. + Yahoo! = !!
  3. News!

Facebook 即將上市,NYT 當年這樣評論 Facebook 的未來

Consider Facebook, the popular but financially unproven social network, which is reportedly being valued by investors at up to $15 billion. That is nearly half the value of Yahoo, a company with 38 times the number of employees and, based on estimates of Facebook’s income, 32 times the revenue.

-New York Times (2007)

Facebook即將上市,MG Siegler – Techcrunch Blogger兼CrunchFund創辦人之一,將07年NYT的報導翻出來,恥笑。

或者係NYT記者黑仔,揀了Yahoo!同Facebook比較,以Yahoo!的業績,反證Facebook被高估,試圖說明,泡沬再次於矽谷出現。

相信NYT記者當日無法相像,時至今日,Yahoo!市值已不足190億,至於Facebook,亦將以逾千億市值IPO。

過去幾年,世界變得好快。

重點是,即使到今日,NYT記者的論點 “Facebook is financially unproven”,其實依然成立。

Silicon Valley’s math is getting fuzzy again (parislemon)

放心,我們只炒1400人

環球經濟衰退,銀行收緊信貸,倒閉潮一觸即發,佑威、泰林、合俊、金至尊先後清盤。沒法子,在這時候,債台高築的積弱公司,自然首當其衝。

傳統的聖誕旺季,今年的消費也計大不如前,預計訂單減少,不少公司趁現在減省成本,受到offline世界牽連,向來積弱的Yahoo雖不致於關門大吉,楊致遠發信給員工,表示即將裁員1成,大約1400人左右。有趣的是,一般企業裁員不會預報,上午收到大信封,立即收拾細軟,下午已經人去樓 空。

Yahoo則剛好相反,信內提到:「在今年,尤其最近三個月,公司遇到許多巨大挑戰(應該指收購),全球廣告市場氣候轉變…在宣佈第三季業績的今天,我們決定在最後的三個月內,把年度成本再降4億美元。」楊致遠說:「受影響的員工,將在未來數周內接到通知(即有可能數周後才收到大信封?),公司明白這個消息會產生許多不確定,不過相信這將對Yahoo長遠而言是有益的。」

像這樣預告裁員的消息,實在非常不明智。到底1400人名單決定好沒有?往後幾周,要是決定了,你是Yahoo員工,你還會有心機工作嗎?要是未決定,趁這段時間可以做點什麼「預防」被炒嗎?Yahoo這公司為什麼總是那樣拖泥帶水?

那邊廂,Eric Schmidt說:「It’s a race between a contraction in advertising, which would affect everybody, and a very positive shift from offline to online.」早兩年的收購遊戲Google玩夠了。由於經濟步入嚴冬,從今日起, Google雖然沒有計劃裁員,將更審慎使錢,聘請員工的速度會減慢,像YouTube那種大型收購不再容易出現。

《2008年10月23日刊於蘋果日報》

Yahoo-Microsoft合併失敗



終於,Steve Ballmer放棄了跟Yahoo糾纏下去,宣佈撤銷收購。可以想像,Yahoo的股價馬上就要崩潰。

在一月底,Microsoft提出以31美元收購,Yahoo還價40美元。過了不久,Microsoft提價至33美元,Yahoo也降價至37美元,然而最終還是談不攏。要知道,從收購消息傳出那天起,Yahoo股價已經升了不少,現在暫撤收購,Yahoo馬上就要打回原形。下一次Microsoft再出價,很可能連30美元也沒有了。

有分析員說,Yahoo管理層不肯接受收購,他們並沒有將股東利益放在首位,楊致遠應為此負責。不過,事實上如果microsoft很有把握,大可以出動敵意收購來叫楊致遠為首的管理層屈服。

較早時候,Microsoft曾考慮計劃運用3千萬美元預算,設立proxy fight來對抗yahoo管理層。只不過,今次Microsoft留下重回談判桌的伏線,講明將不取採敵意收購。最主要的原因,可能就是Microsoft知道敵意收購的勝算不高,而且proxy fight一旦開始了就是拖時間的訴訟期,到頭來需要和解,還不外乎又是出價。

要知道,用Ballmer 致電楊致遠那天起的Yahoo收市價及Microsoft最終33美元收購價計算,Yahoo股東們本應得到逾70%的premium。再說,Yahoo沒有制訂長遠策略的能力,楊致遠為「抵抗」Microsoft的收購,不惜宣佈試驗以Google Adsense取代自家的Panama,形同斷送Yahoo的前程,網友更在思哲博客留言說:「Google才是Yahoo最大的敵人啊,飲鴆止渴,悲哀!

今日開市,不知Yahoo股價會跌得幾甘呢?

下為Ballmer寫給楊致遠「答謝信」,字裡有骨,唔知Jerry睇完有咩感覺呢?

May 3, 2008

Mr. Jerry Yang
CEO and Chief Yahoo
Yahoo! Inc.
701 First Avenue
Sunnyvale, CA 94089

Dear Jerry:

After over three months, we have reached the conclusion of the process regarding a possible combination of Microsoft and Yahoo!.

I first want to convey my personal thanks to you, your management team, and Yahoo!’s Board of Directors for your consideration of our proposal. I appreciate the time and attention all of you have given to this matter, and I especially appreciate the time that you have invested personally. I feel that our discussions this week have been particularly useful, providing me for the first time with real clarity on what is and is not possible.

I am disappointed that Yahoo! has not moved towards accepting our offer. I first called you with our offer on January 31 because I believed that a combination of our two companies would have created real value for our respective shareholders and would have provided consumers, publishers, and advertisers with greater innovation and choice in the marketplace. Our decision to offer a 62 percent premium at that time reflected the strength of these convictions.

In our conversations this week, we conveyed our willingness to raise our offer to $33.00 per share, reflecting again our belief in this collective opportunity. This increase would have added approximately another $5 billion of value to your shareholders, compared to the current value of our initial offer. It also would have reflected a premium of over 70 percent compared to the price at which your stock closed on January 31. Yet it has proven insufficient, as your final position insisted on Microsoft paying yet another $5 billion or more, or at least another $4 per share above our $33.00 offer.

Also, after giving this week’s conversations further thought, it is clear to me that it is not sensible for Microsoft to take our offer directly to your shareholders. This approach would necessarily involve a protracted proxy contest and eventually an exchange offer. Our discussions with you have led us to conclude that, in the interim, you would take steps that would make Yahoo! undesirable as an acquisition for Microsoft.

We regard with particular concern your apparent planning to respond to a “hostile” bid by pursuing a new arrangement that would involve or lead to the outsourcing to Google of key paid Internet search terms offered by Yahoo! today. In our view, such an arrangement with the dominant search provider would make an acquisition of Yahoo! undesirable to us for a number of reasons:

• First, it would fundamentally undermine Yahoo!’s own strategy and long-term viability by encouraging advertisers to use Google as opposed to your Panama paid search system. This would also fragment your search advertising and display advertising strategies and the ecosystem surrounding them. This would undermine the reliance on your display advertising business to fuel future growth.

• Given this, it would impair Yahoo’s ability to retain the talented engineers working on advertising systems that are important to our interest in a combination of our companies.

• In addition, it would raise a host of regulatory and legal problems that no acquirer, including Microsoft, would want to inherit. Among other things, this would consolidate market share with the already-dominant paid search provider in a manner that would reduce competition and choice in the marketplace.

• This would also effectively enable Google to set the prices for key search terms on both their and your search platforms and, in the process, raise prices charged to advertisers on Yahoo. In addition to whatever resulting legal problems, this seems unwise from a business perspective unless in fact one simply wishes to use this as a vehicle to exit the paid search business in favor of Google.

• It could foreclose any chance of a combination with any other search provider that is not already relying on Google’s search services.

Accordingly, your apparent plan to pursue such an arrangement in the event of a proxy contest or exchange offer leads me to the firm decision not to pursue such a path. Instead, I hereby formally withdraw Microsoft’s proposal to acquire Yahoo!.

We will move forward and will continue to innovate and grow our business at Microsoft with the talented team we have in place and potentially through strategic transactions with other business partners.

I still believe even today that our offer remains the only alternative put forward that provides your stockholders full and fair value for their shares. By failing to reach an agreement with us, you and your stockholders have left significant value on the table.

But clearly a deal is not to be.

Thank you again for the time we have spent together discussing this.

Sincerely yours,

Steven A. Ballmer
Chief Executive Officer
Microsoft Corporation

官僚組織圖

The only thing that saves us from the bureaucracy is its inefficiency. ─ Eugene J. McCarthy

昨天,利世民推薦網站Cogmap,能繪畫和分享公司的組織圖,也能修改,有點像維基百科,很好玩

第一時間,思哲打開Google的組織圖,不可以稱之官僚,但確實比我想像中複雜。然後,沿著相關圖表的連結,我又參觀了Microsoft和Yahoo的險峻壯觀,但見山頭繁多,萬子千孫,銜頭紛亂。結論是,原來Google已經相對上不太官僚了。

思哲同時打開GoogleYahooMicrosoft的組織圖,比較一下,三家公司的共通之處,是強調營銷和技術部門的平衡管理。但有趣的是,三家技術型公司,分別的技術主管,在組織圖上的地位,跟公司的成就卻並不成正比。

Google的技術主管Sergey Brin和產品主管Larry Page,在架構上,二人皆在Eric Schimdt之下。反之,Yahoo技術主管兼創辦人David Filo,非但跟大權在手的Sue Decker互不從屬,架構上他甚至要比Decker還高半級。至於Microsoft,自從Bill Gate退下來,Steve Ballmer沒有連同技術部門一併吞噬,因為本身多次成功創業的Ray Ozzie,被Gate選中,接替當總程式設計師,在架構上能與Ballmer平起平坐。

公司處於不同時期,需要不同的架構。創業初期,人手少,架構簡單,但隨著生意迅速增長,公司不得不增聘人手和建立制度,來確保產品服務的質素穩定。只不過,官僚的制度易建難解,一但臃腫起來,作為舵手的主席或CEO看來像有無上權力,但有時,官僚的威力甚至可以將主席邊緣化,令公司舉步為艱。相反,擁有創業者DNA的企業,就像Google,不管它是否技術主導,也不管是否由創辦人出任CEO,卻一樣較容易取得成功。

還有一個有趣的發現:生產Blackberry手機聞名的Research In Motion,原來本身並沒有Research的部門。

2007年4月1日刊於《蘋果日報》

Yahoo!敬酒唔飲

A bad agreement is better than a good lawsuit. ─ 意大利諺語

Yahoo!的楊致遠,致函小股東,解釋拒絕Microsoft的收購建議,理由是作價太低。這一點,可以理解。畢竟,誰都看得出Microsoft手上鈔票多的是,作為賣家,少不免要討價還價一番。不過,楊致遠公開了董事會決定之後,隨即有小股東入稟,要求Yahoo!的董事會,認真考慮Microsoft的收購建議。

雖然楊致遠說,Yahoo!是首屈一指的入門網站,也是網上廣告的最大平台,更在中國和日本勝過對手,加上手上廿億現金,不過,那些都是過去的陳述,對未來,Yahoo!似乎仍然未有任何方向。

Yahoo!現在的所謂Starting Point Objective,也就是要上網的人以Yahoo!作為首頁,根本不是一個甚麼策略。改改首頁,只不過是幾個Click的距離。難道楊致遠真的認為,網民真的十年如一日?

其實Yahoo!不是完全沒有過人之處;它的網上小工具,如Mail,雖然沒有Google的破格,但偏偏做得平易近人,所以仍大受歡迎。成功不用走得太前,只要不斷地貼群眾,這一點,Yahoo!在微細處把握得非常準確,可是偏偏在大策略上,就顯得進退失據。

始終,Yahoo!要生存下去,不外乎三條路︰搜尋器、提供資訊、網上工具。

若當年Yahoo!用了Google,今天也不會落得如此田地,Yahoo!要走搜尋器之路,遲了七年。至於提供資訊嘛,對不起,仍然是廣告收入主導,BacktoSquareOne。說到底,沒有廣告收入,Yahoo!沒有希望;而Microsoft也講得明白,Google將會一市獨大。

要是Yahoo!要靠提供網上工具來維生,卻想不出廣告以外的收入模式,也只會是死路一條;況且,網上工具是場多邊混戰,就連Microsoft也打得吃力,Yahoo!可以獨力應付嗎?Yahoo!有能力搞收費服務嗎?

Yahoo!的反應,Microsoft早已計算在內,且看兇狠的美國律師,會如何繼續打下去。

2007年2月15日刊於《蘋果日報》

悔婚和危險關係

Yahoo!和Microsoft門當戶對,雙方既是不同時代的象徵,由去年Project Panama雙方開始拍拖,至今談婚論嫁,更開宗明義是要令Google難為,正路是頭條的材料,可惜浸淫在後現代的情慾橫流之中,都成了花邊新聞。

俱往矣。反正Yahoo!嫌棄禮金單薄;而Microsoft在宣佈提出收購後,蒸發了的市值,也近400億,幾乎是禮金總數的九成。當然,Microsoft股價下挫,間接令現金加股票的禮金貶值,Yahoo!悔婚,不算新聞。世紀婚禮談不攏,不打緊,Microsoft早已在另一邊廂獨自精采。

Microsoft娶了Danger,Inc.,並會將它安置在Entertainment & Devices,也就是搞Xbox和Zune的那一房;而Danger推出的Sidekick,在美國有不錯的Buzz,正好為人丁單薄的這房喜。

更重要的是,蘋果的iPhone將MacOSX帶到尋常百姓家,誰都知手機是當下兵家必爭之地。

Google旗下的Android,更是衝流動互聯網平台而來的OS。至今,Microsoft最成功的主打,仍然是OS。而這宗危險關係,明顯是為了延續Microsoft的一貫策略︰由佔據PC的OS制高點,擴展到流動互聯網平台OS的影響力。

話說回頭,Danger的創辦人Rubin,被摒出門外之後,另起爐灶搞Android,如今成為了Google現在最有潛力的後。Danger這個小家碧玉,說不定更好生養,更能為Microsoft開枝散葉。

2007年2月14日刊於《蘋果日報》

兩個臭皮匠,不如一個諸葛亮

至今,Microsoft收購Yahoo依然未有定案,最心急者,莫過於兩家公司位於世界各地的員工及股東。

農曆年前,各大行分析報告出個不停,兩位Google的手下敗將,一下子成了國際財經界密切關注的準新人。誰不知,農曆年後Yahoo竟然一口拒絕Microsoft的娉禮,與此同時,表示有興趣加入收購戰的,還包括梅鐸和仗義出價的Google,令事情看上去更不明朗化。

這時候,Google居然使出壟斷牌,有失強者風範之餘,今年股價足足蒸發25%也是活該。

不是嗎?打個比喻,兩公司合併,就像兩運動員合二為一,好的合體,就是二人的所長能互補長短,例如一個擅長游水,另一個擅踩單車,合體後差不多鐵人耐力賽。要是風馬牛不相及,一個跨欄另一個舉重,那是錯誤的結合,就像eBay和Skype現在般尷尬。

思哲認為,Yahoo唯一勝過Google的地方,就是互聯網流量,那些流量源自於Yahoo的網上工具,舉例字典,電郵,新聞,財經之類,換言之,Yahoo的所長是網上工具。至於Microsoft,毫無疑問不在互聯網,他們擅長的是桌面工具。兩個擅於製造工具的人合了體,還不過一個出色的工匠。

相反,協助Google號令天下的Search Advertising市場,Microsoft和Yahoo都是輸家,兩個輸家加在一起也還不過是輸家,Google要是諸葛亮,當然不用害怕兩個合縱的輸家。

話說回來,自從消息傳出,Microsoft股價即日插水,連日來跌近13%,別忘記娉禮的條款,是股價及現金各半。以Microsoft本來近三千億美元市值計算,連日來不見了的娉禮非同小可,Yahoo管理層沒有理由不講講價吧。

如果無心交易,還有什麼價好講呢?

2007年2月12日刊於《蘋果日報》

Google不再是強者?

昨天寫Microsoft和Yahoo!世紀合併,交代了前因,自己看法卻沒說多少,今天來點補充吧。

互聯網出現後,十數年間,許多影響世界的偉大公司湧現。時至今天,卻到了偉大的2.0冒起的時代,Facebook、MySpace、YouTube、Digg等乘時而起。至於佔重要席位的Google,昨天談過了,更可說在第一梯隊的光芒下異軍突出。

年初至今,Google的股價,短短兩個月,累積挫四分之一,足足跌了近200美元。此刻美國經濟放緩,股價受壓也無可厚非。再說,從來放眼未來的Google,自信十足,股價問題根本不放在眼內。即使宣佈世紀合併那天,股價足足下滑8%。

整件事,最讓思哲失望的,倒是他們Chief Legal Officer的一席話,Google法律發言人David Drummond認為:「Microsoft惡意收購Yahoo!,將Microsoft的壟斷從桌面伸延到互聯網,不是普通的財技併購。」

首先,以上的語調,絕對不會在強者口中說出。想當年Microsoft推出搜尋產品AdCenter,Google一派強者本色地說:「There’s been nothing that’s announced that makes me want to change what we do.」到了今天,竟淪落至打出壟斷牌,難道他們真的怕了Microsoft不成?

Drummond的陰謀論,思哲不想多講。這只想帶出一個問題──互聯網市場真的可以壟斷嗎?

當年Yahoo!如日中天,如果可以,世上還會有Google嗎?當年人人一個hotmail賬戶,如果可以,會有今日的Gmail和Yahoo!Mail嗎?如果互聯網可以壟斷,我們後來還可以用到Facebook、YouTube甚或香港的Editgrid嗎?思哲相信,優勝劣敗乃互聯網產業的唯一法規。

寫稿此刻,「不誠實使用電腦」七隻大字,在我的腦海繞來繞去。到底這條上世紀制訂的法例,能夠跟得上世界的步伐嗎?

2007年2月5日刊於《蘋果日報》

Microsoft和Yahoo!被逐漸拋離的往事

Microsoft出手收購Yahoo!,還未正式拍板。翻閱本地某份中文報章,見其開宗明義寫道「科網界三國演義時代即將結束」,令思哲不禁啞然。所謂的三國演義時代,就算曾經存在,亦早已湮滅得一二淨並成為科網遠古史。

反正尚未成事,今天就談談Yahoo!和Microsoft在網上搜尋產品和搜尋廣告市場,逐漸被邊緣化的往事。

2003年7月,Yahoo!宣佈以16億美金收購互聯網廣告公司Overture。作為Overture最大客戶的Yahoo!,眼見Google模仿了Overture讓廣告客戶拍賣關鍵搜尋字眼的商業模式,打開了潛力巨大的搜尋廣告市場,因而不惜以重金買下Overture的技術。這時候,Overture的大客戶還包括MSN。

2004年3月,Microsoft的Steve Ballmer公開表示,後悔沒有投放更多資源自發研製搜尋技術,並決定,往後12個月內,微軟全力發展並要推出自家的搜尋產品。同一個月,Yahoo!亦正式宣佈放棄使用Google搜尋技術。

2004年6月,關鍵字搜尋市場收入,從00年的8100萬美元,躍升至03年的25億美元,並成為網上廣告業最大版塊。這時候,Google幾乎所有收入來自關鍵字搜尋。

2005年3月,Microsoft還在開發自家搜尋產品,同時間使用Yahoo!的Overture。這時候,Google的市場份額約35%,Yahoo!佔31%,而Microsoft出奇地也有16%。

2006年5月,兩年後,Micrisoft終於推出搜尋產品adCenter,取代原先的Overture。

2007年7月,Yahoo!推出新搜尋產品Panama半年後,市場份額跌勢放緩,微升至18%,Microsoft少於10%,Google則佔據75%的市場。

直至幾日前,Jerry Yang宣佈了令員工失望的消息:裁員1000人。當守得雲開的Yahoo!股東正在開香檳之際,Sue Decker和Jerry Yang也正在開會研究收購建議的時候,最悶悶不樂的,該是等被開刀的員工了。

2007年2月1日刊於《蘋果日報》

終於,Microsoft買Yahoo!WoW!

– 出價446億美元(每股31美元)
– 半現金加半股票
– Microsoft稱協同效應每年10億美元
– 07年二月Yahoo!曾去信Microsoft洽商

成份Press Relsease最正莫過於以下呢句:

Today this market is increasingly dominated by one player. Together, Microsoft and Yahoo! can offer a competitive choice

搜尋與快樂

在某博看見「人活一定要搜尋,找到了我們就快樂。」心想這種陳腔濫調,用作廣告slogan準沒錯。這麼湊巧,Yahoo!出了新版搜尋引擎,美國那邊廂,肯定又在搞甚麼巨型宣傳活動了。

寓所旁的商業區,科技公司特多,居於這,好處是到處搜尋到極佳的無線網絡服務,雖然都要付費,然而每逢周末,隨手捧起筆記簿電腦,逕自到樓下咖啡店,計劃來周的投資策略,卻也不錯。

另一好處,是特別容易見到不同TMT行業的廣告,舉個例,早陣子首份英文免費報出爐,思哲每日上班,老遠看見那幅巨型廣告。就算是的士,因為商業區搭客非比尋常,MARCOM絕不放過。近期最常見的的士廣告,是雅虎香港,所推銷的是搜尋引擎。

雅虎的互聯網產品,所對準的目標客戶,其實跟Google的Geek型粉絲很不同,雅虎的使用者,平均來說是比較不Geek、不熟悉互聯網的一群。思哲頗欣賞某個雅虎中國的電視廣告,該片陳凱歌操刀,拚命把搜尋和生命跟生活質素扯在一起。不看到最後,畫面打出雅虎的招牌,我還以為是甚麼愛護動物的廣告。

說回新搜尋引擎,思哲試用過,搜尋結果除了多了些Youtube片段,可以即時播放,多了幾張flickr圖片,基本上分別不大。但印象最深,還是當我在搜尋方框猶豫不決時,新版本會主動協助,顯示關聯字詞,甚或相關的概念,看是否思哲心中所想。

Yahoo!這些小改善,不能使我放棄使用Google,但無論如何,改善也是一種生活的原動力,期待他們往後有更多的進步。

2007年10月5日刊於《蘋果日報》

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