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  1. Last 7 days
    1. Seit dem Pariser Abkommen haben europäische Banken fossile Energieunternehmen durch die Ausgabe vom Anleihen in Wert von ca einer Billion (1000 Milliarden) Euro unterstützt, wie eine Recherche des Guardian ergibt. Anleihen (Bons) sind inzwischen die wichtigste Form der Finanzierung der Fossilindustrie. https://www.theguardian.com/business/2023/sep/26/europes-banks-helped-fossil-fuel-firms-raise-more-than-1tn-from-global-bond-markets

  2. Sep 2023
    1. 付费会员能买到差异化商品,是吸引入会、留存的根本动力。万德乾指出,中国零售业长期欠缺有竞争力的商品,原因在于研发能力不够,单个品类的品牌集中度不高,原料采购的便利性也不及跨国企业。生产制造水平能补上一定短板,但难以满足会员店用户的消费升级需求。  外资超市和电商抓住了最近一波消费升级的红利。山姆靠社交媒体上的网红食品采购指南一次次出圈,其总 SKU(最小库存单位)只有 4000 多个——而一般超市通常都有数万个——商品来自全球采购,「新奇特」带来的消费者互动性较好。   低价考验供应链能力,这也是业内公认的山姆会员店竞争壁垒之所在。一方面得益于门店数多带来的规模议价能力,批量直采配合包厢集运,进货和物流成本的压降能让利给终端;同时,也和采购团队专业度有关,比如对接酒庄直采的人员不少持有品酒师证书。  不能通过直采获得理想的价格或品质,则通过和品牌、供应商共创定制来实现,这考验采购的选品眼光。过去,超市通过 ODM(原始设计制造商)做自有品牌,主要目的是对供应商产品形成竞争制约,提升自身议价能力,因此主要限制在弱品牌、强品质的品类。万德乾认为,麦德龙、山姆、Costco 的自有品牌占比均在 20%至 30%,可视为超市自有品牌占比的警戒线,否则面临专业度不足。  在受关注的进口商品之外,山姆会员店的商品主要来自本地供应。张陈勇认为,供应链数十年积累带来稳固合作是山姆壁垒所在,「小红书及电商代购潮给山姆带来的短时大量流量,供应链也能接得住,没有出现爆品断货或品质下降的情况。」
    1. The iCloud era starting in 2012 finally ushered in free email addresses and free operating system updates. That's when the business model of large tech companies turned more into user accumulation wars to see who can attract the most subscribers and retain them in their ecosystem of products.
  3. Aug 2023
    1. spirituality is not even a fourth pillar of sustainability, but is instead the foundation upon which the pillars of people, planet and profit must be constructed. To succeed on the triple bottom line, we must build a strong spiritual foundation. To do that, we must look inwards.
      • for: quote, quote - spirituality, quote - Tom Greenwood, triple bottom line, spirituality and business

      • paraphrase

      • quote

        • spirituality is not even a fourth pillar of sustainability,
          • but is instead the foundation upon which the pillars of
            • people,
            • planet and
            • profit
          • must be constructed.
        • To succeed on the triple bottom line,
          • we must build a strong spiritual foundation.
        • To do that, we must look inwards.
      • comment

        • We could express this succinctly in a new phrase:
          • The bottom line of the triple bottom line is spirituality
    2. I think if we stripped away the social stigma and stereotypes, we would find that most people have some personal beliefs about life, death and the universe that could be considered spiritual.
      • for: quote, quote - dogma, quote - wonder, quote - spirituality, quote- Tom Greenwood
      • quote
        • I think if we stripped away
          • the social stigma and
          • stereotypes,
        • we would find that most people have some personal beliefs about
          • life,
          • death and
          • the universe
        • that could be considered spiritual.
        • In fact, I would bet that
          • the number of people who never wonder about any of these things would be close to zero.
        • Spirituality then, is really the exploration of the other half of life
          • that our society isn’t comfortable exploring.
        • And that’s where it gets interesting.
      • author: Tom Greenwood
      • date: aug. 23, 2023
    3. The problem is that in rejecting the dogma, we too have created dogma. A dogma that shuts down our natural human inclination to explore the mysteries of life, of our own inner worlds and of our deep connection to nature and each other.
      • for: quote, quote - dogma, quote - wonder, quote - spirituality, quote- Tom Greenwood
      • quote
        • The problem is that in rejecting the dogma,
        • we too have created dogma.
        • A dogma that shuts down our natural human inclination to explore the mysteries of life,
          • of our own inner worlds and
          • of our deep connection to nature and each other.
      • author: Tom Greenwood
      • date: aug. 23, 2023
    4. I have to admit that it feels uncomfortable even writing this. Somehow we need to get comfortable talking about spirituality.
    1. personas allow you topersonalize or target your marketing for differentsegments of your audience

      Buyer persona definition



  4. Jul 2023
    1. A (business) partner MUST share your vision, otherwise they are a liability instead of an asset.

    2. Eat the frog. Do the most important thing(s) in the morning, before noon. The rest, in the evening, is acceleration.

    3. Success is about delaying gratification and building momentum. Be okay with a big goal taking time. Just work towards it, focus on the process, rather than the goal.

      Persistence and perseverance as well.

      Perfection is a big limiter. Don't obsess with finding the perfect path before starting. Build the map while going. Of course, starting with a rough idea or sketch for a map is always good.

    4. Advice doesn't matter as much as guidance, this way, not everyone needs to know about your goals. The fewer, the better. Those who do know, let them mentor you (also seek the correct mentors).

    5. To become unstoppable, you must:

      1) Outwork everybody

      2) Outsmart everybody

      3) Hire the greatest talent in the world

    1. A vision statement provides a brief description of a company’s long-term goals. It’s typically ambitious and communicates how the company plans to make a difference in the world. Think of it as a roadmap for making decisions that align with your company’s philosophy and objectives. A good vision statement helps you: Inspire teams and keep them focused Connect with customers in niche markets Make smarter decisions Attract top talent
    2. It doesn’t have a set length. You can craft a one-sentence statement or write a three-page document discussing the company’s future. The goal of a vision statement is to differentiate yourself from competitors and focus efforts on achieving your objectives.
    1. A vision statement articulates where you aspire to be once you achieve your mission. Often, it describes where you want certain people or the world to be as a result of your mission. Vision statements convey a long-term goal, generally a time range of five to 10 years, or beyond. Your mission statement is essentially an action-oriented vision statement, declaring the who, what, and why of your retail business. Your mission statement can be the roadmap for your vision statement.
    2. A mission statement is usually part of your business plan when you start a business. It identifies your company’s purpose and is a way to publicly share why your company exists. Crafting your mission statement helps you unify your business and avoid potential business mistakes by keeping you on track.  Your mission statement should: State what your company does. You don’t need to be fancy, simply state whatever it is your retail business produces or provides. State how your company does what it does. This does not need to be a detailed description of how you operate your business. You can describe how your business works in more general terms and incorporate one or more of your core values. State why your company does what it does. Think about why you started your business in the first place—share your passion for starting your company.
  5. Jun 2023
    1. One) Successful men realize that the most important decision in their life is the woman they choose, because outside of work, this is what they'll be spending most time on. The woman must understand the man's grand ambition, and support them with it. (Cf. Flow & The Intellectual Life as well). Women should be chosen on personality, not looks. Looks fade (attraction as well), personality "stays".

      Two) Everyone deserves an opinion but not everyone deserves a say. Charlie Munger sums this up right: "I don't ever allow myself to have [express] an opinion about anything that I don't know the opponent side's argument better than they do." Or Marcus Aurelius, who says: "The opinion of ten thousand men is of no value if none of them know anything about the subject." In short: Only state your opinion when you can back it up!; knowledge and experience. The same goes for judging opinion (and advice) from others.

      Three) Successful people buy assets when the money is enough. Assets > Luxury. (See also: Rich Dad, Poor Dad, Robert Kiyosaki). Only buy glamor and other "interests" once your assets are there to secure your financial success.

      Four) Be pragmatic. Do what's practical, not what is "sexy". Notice inefficiencies and solve them. The entrepreneurial mindset.

      Five) The morning sets the tone for the rest of the days. Time is subjective, waking up early doesn't matter as much as waking up later. It depends on the person. Someone who wakes up at 10am can be as successful as someone who wakes up at 6am. Instead, what defines success, is a highly effective morning routine.

      Six) The less you talk, the more you listen. Talking less means less mistakes. In addition, the less you talk, the more people will listen when you do speak. It puts extra weight on your message. Listening means analysis and learning.

      Seven) Pick the right opportunity at the right time. Pick the right vehicle. Do the right things in the right order! The advice "don't do what someone says, do what they do" is bullshit, as you can't do what someone is able to do after ten years of experience.

      Eight) Discipline > Motivation. Motivation, like Dr. Sung says, fluctuates and is multifactorial dependent... When you are lead by motivation you will not be as productive. Don't rely on chance. Rely on what is stable.

      Nine) Once a good career has been made, buy A1 assets and hold on to them to secure a financially successful future.

      Ten) Just because you won, you are not a winner. Being a winner is a continuous process, it means always learning and reflecting as well as introspecting. Don't overvalue individual wins but do celebrate them when appropriate.

      Eleven) Build good relationships with the banks early on. At times you need loans to fund certain ventures, when having a good relation with them, this will be significantly easier. Understand finance as early as possible. Read finance books.

      Twelve) Keep the circle small. Acquintances can be many, but real close relationships should be kept small. Choose your friends wisely. "You become the average of the five people you spend most time with." Privacy is important. Only tell the most deep secrets to the Inner Circle, to avoid overcomplication.

      Thirteen) Assume that everything is your fault. Responsibility. It leads to learning. It requires reflection and introspection. It leads to Dr. Benjamin Hardy's statement: "Nothing happens to you, everything happens for you."

      Fourteen) Work like new money, but act like your old money. Combine the hunger of the new with the wisdom of the old.

      Fifteen) Assume that you can't change the world, but slightly influence it. It prevents disappointments and gives a right mindset. Do everything (that has your ambition) with an insane drive. Aim to hit the stars. To become the best of the best.

      Sixteen) Private victories lead to public victories. The solid maxim is the following: "The bigger the public victory, the more private victories went into it." Work in private. Social media doesn't need to known the struggle. Let your results talk for you. This is also why you should never compare yourself to others, but rather to your own past self.

      Seventeen) After extreme experience, the most complicated task will look elegant and effortless. Unconscious competence.

    1. so that means that the the Christian products that are out there are largely playing to that 00:46:41 right-wing market
      • the evangelical business model
        • fundamentally depends on marketing fear
    2. if you aren't in those spaces you're oblivious to just how powerful this is
      • Evangelical Christian media
        • has a very lot of vested interest in media
        • because evangelicals are all about spreading the message
        • and growing their population
    1. Quarter Sawn Tiger Oak 6 Drawer Card Catalog Vintage American Business Systems


      American Business Systems Co. at 212 Summer Street, Boston, MA manufactured six drawer wooden card indexes some time circa early 1900s.

  6. May 2023
  7. view.connect.americanpublicmedia.org view.connect.americanpublicmedia.org
    1. To prevent fraud, Bob Brown, a founding partner of The CPA Solution, said businesses should focus on building strong systems that have checks and balances rather than relying on individuals who act as star employees.
    1. The transition from an idea to a successful product may be challenging and full of unexpected pitfalls. Harvard Business Review states that roughly 65% of projects end up failing, wasting a lot of resources.


  8. Apr 2023
    1. 据东兴证券研报,中国大陆人均面包消费量仅为日本的 24%、香港的 18%;市场规模仅有 463 亿,存在极大的增长空间。可以肯定的是,中国面包市场未来很可能成为千亿级消费赛道。
    2. 面包业大体可分为两种商业模式:一是「中央工厂+批发」,一是连锁面包房。桃李初创之时,面包房是新鲜面包的绝对领导者,而批发模式主要做长保质期的糕饼产品。两者井水不犯河水。但吴志刚并不认同这种非此即彼的格局,他要为一个全新的商业模式打开大门——批发短保面包。所谓「短保」,是指保质期在 30 天以内的产品。相比「长保」和新鲜面包,短保面包兼具更新鲜的口感和中等长的保质期,食用更健康。
    1. 江西盘踞着本地品牌赵一鸣零食——一家成立于2015年、也主打低价的零食集合店,现触角已延至安徽、广东,门店800余家,今年2月完成了黑蚁资本领投、良品铺子跟投的1.5亿元首轮融资。
    2. 位于雨花区二环路的高桥大市场,有着湖南「义乌」之称,是包括零食很忙在内的很多零食企业的进货首选地。


    3. 凭借定价策略、标准化管理、供应链长板,几年时间零食很忙在湖南遍地生根,截至 2022 年底,已开出 1496 家门店,甚至渗入到很多乡镇。
    4. 名不见经传时候,零食很忙靠着和腰尾部厂商合作逐渐做起声色,并凭借「一手交钱一手交货」的速度,打开更多供应商信任。一位供应商曾向逐日资本创始合伙人刘行健形容早期零食很忙的结款速度:司机去送货,司机还没回,款已经回来了。

      起步阶段大可另辟蹊径,不陷入先有鸡还是先有蛋的循环。如何对待供应商是一门学问,给上游厂商的回款周期短也是 SHEIN 拉拢人心杀出重围的秘诀之一。

    5. 价格便宜是很多人对零食很忙的直观认知。其店内没有高于 50 元的商品,同类产品普遍比传统商超或者线上低 20%-30%。 售价为什么能这么低? 问题放置到当下,很大一部分原因在于门店数量支撑起了零食很忙在上游供应链端的话语权,以规模效应换取低成本,体量足够大,议价能力越强,拿货价格就越低。


    6. 作为「后浪」的零食很忙,能从行业崭露头角的原因无外乎两个原因:加盟门店严格的标准化管理,以及难以复制的供应链资源。


    7. 过去几年,拼多多、蜜雪冰城的崛起验证了消费行业平价的力量。而身处良品铺子视野盲区,瞄准大众消费人群、定位「性价比」的零食很忙正在悄然长成巨兽。


    8. 与家喻户晓的茶颜悦色相比,大多像 Lisa 一样的外地人都没听过零食很忙,很长时间里,它在湖南省外没什么知名度。 2021 年前,关于零食很忙的报道几乎为零。直到红杉中国、高榕资本、启承资本等机构 2.4 亿元共同投资了首轮融资,这家公司才逐渐进入媒体视野。 创始人晏周非常低调,个人公开信息有限,外界对其知之甚少,但在创投圈很受认可
    1. 2022 年,B 站的广告收入是 15 亿多,仅次于会员收入。他们一共提供了三种资源位给客户。第一种叫「品牌营销」,简单来说就是买类似开屏广告、搜索关键词、焦点图等各种各样的;第二种叫「效果营销」,就是客户买流量,让广告更多地出现在用户的推荐位,增加曝光量,算 ROI;第三种就是「商单广告」,也就是客户通过 B 站选择合适的钱给 UP 主。这三种资源都面对更强大的对手,从客户的角度出发,除非年度预算极其充足,否则不会冒险把钱投放到 B 站。因为根本完成不了客户的 KPI 啊——在广告行业,谁能帮助客户多快好省地完成年度KPI谁就能拿到钱。
    1. 相较于前两年备受平台热捧的 KOL(关键意见领袖),更加垂直下沉的 KOC(关键意见消费者)如今成为广告主的心头好。「这个群体粉丝数量少一些,投放成本低,但是可以直接对身边的朋友产生影响,因此转化效率高。」一位广告公司人士说道。
    2. 一位自媒体博主告诉记者,如今单纯流量已不是万能牌,「现在不是有流量就能变现了,广告主对于变现的效率要求更为苛刻」。

      在 36 氪对一只姜茶茶的访谈《当一位66万粉B站UP主停止为爱发电》中,后者表达了 类似的观点


    3. 相比之下,B 站的反应较竞争对手慢了半拍。日前就有相关博主发文称,在此前与 B 站经纪人沟通时发现,相关经纪人对手下博主了解不足,无法提供足够好的商业化支持。更多还是依靠博主自己「找饭吃」。

      A 路人在 月初的微博 中提到了类似的经历。

      丝毫没有经纪。就拿我而言,我的经纪人至少换了 10 个。长久一点的经纪人可能会做个 1-2 年,短的竟然几个星期就可以换掉。每次有新来的经纪人我都要重新向他(她)们介绍自己,比如作品风格,特长,代表作等等。因为可怕的是,每一个经纪人竟然都不认识他们要带的 up 主,也基本没看过签约 up 主的任何一个作品。所以一般我不喜欢叫他们「经纪人」,而叫他们「对接人」。

    4. 某种意义上,正是这一模式让 B 站在初期培养出了「小而美」的优质 UGC 内容生态。彼时,相较于连年亏损的长视频平台「爱优腾」,依靠 UGC 起家的 B 站可谓优势显著。有视频行业人士回忆,「当时长视频最大的问题就是版权费用太贵了,但是 B 站相当于低成本引进内容,加之当时抖音快手发展迅猛,因此也让资本市场眼前一亮。」
    5. 客观上来说,B 站在创作者直接激励方面相较于同行而言是「慷慨」的。
    6. 曾几何时,UGC(即「用户原创内容」)成为了内容平台一门「无本万利」的生意,B 站更是以优质 UGC 生态为傲。然而,如今看来,一切看似馈赠的礼物早已在暗中标好了价格。随着行业红利期的结束,UGC 这种看似免费的模式,代价已越发高昂。
    7. 2020 年,凭借一条视频《后浪》,B 站成功破圈,一时间「华尔街连夜补看 B 站春晚」成为投资圈的调侃。

      有意思的是,B 站自己的用户社区对这条视频的评价并没有投资圈这么积极。

    1. 一位行业人士评论认为,B 站最大问题是既要又要,「既要长视频,又要短视频,既要平台保持初心不加贴片,又要 UP 主不靠激励用爱发电,本质上还是商业化通路走不出来,陷入了左右为难,三方得罪的境地。」
    2. 对 UP 主来说,做一期中长视频的投入不小,但未来开支不变,收入却会减少,靠爱发电的创作模式并不能长久。
    3. 独立、原创、长时间、有特色的视频是 B 站的基石,但现在短视频正在侵蚀 B 站独有的特色。
    4. 站在管理层角度,相比长视频制作门槛高、费时费力,短视频对创作者更容易,也更容易吸引点击和播放带来商业效果。但对于不少用户来说,却觉得自己看到的干货少了,B 站丢失了自己的特色;而对于坚持长视频的 UP 主来说,短视频也会带来冲击,分走中长视频 UP 主的收益,立足更加困难。

      在《中国企业家》的采访《B 站百万 UP 主:养不起团队,3 个人刷信用卡交房租》中,UP 主铁根有 类似的观点

      这两年 B 站力推短视频,让本身传播性差、制作周期长的 UP 主在面对制作周期短、传播性强的短视频制作公司面前,彻底丧失竞争性。

    5. 客观来看,在激励下降,且广告市场萎缩的大环境下,UP 主的生存的确变难了,与此同时,B 站正在扶持的短视频也在挤压原有中长视频 UP 主的生存空间。
    6. 雪上加霜的是,广告市场正处于寒冬时期,根据 CTR 数据报告,2022 年全年中国广告花费同比下跌 11.8%。《2022中国互联网广告数据报告》显示,2022年中国互联网广告市场规模预计约为5088亿元,较2021年下降6.38%,市场规模近七年首次出现负增长。
    7. B 站管理层从一开始就宣称不做 YouTube 那样的贴片广告,给自己选择了「hard 模式」——要支付创作激励去养UP主。
    8. 从广告投放的角度来讲,相比于抖音,B 站 UP 主太贵,数据表现更差。而 B 站很多弹幕、评论对广告投放不友好也会「得罪」甲方。

      来自 36 氪对一只姜茶茶的报道《当一位66万粉B站UP主停止为爱发电

    9. 而 YouTube 把播放量的收益降低了 20%左右,这也说明整体广告行业的困顿。在今年 1 月,日本博主 Purotan 在其视频中称,YouTube 的收益这个月达到了过去最低记录,收入变成了原来的 1/5。
    1. 在铁根看来,此后,B 站出现了一种「诡异」的防御性运营策略。「因为担心 UP 主做大后被挖走,所以会在 UP 主发展期签约独家或者首发,然后根据签约的属性不同,做不同程度的推荐。但当(你的粉丝量)到达 100 万左右的时候,就会开始限制其曝光和推荐,也会有意破坏 UP 主在同类型社区的影响力,防止出现做大后跳槽带来的破坏,也防止头部 UP 主垄断资源,新 UP 主无法出头的情况。」铁根告诉《中国企业家》。
    2. 新的推荐机制下,视频是否被 B 站推荐主要看完播率、投币、点赞、收藏等互动指标,而完播率又占很大权重。「2 分钟的视频和 20 分钟的视频,肯定是时间短的完播率更高。」铁根称。
    3. 首先是短视频的「入侵」对高质量、长视频内容的冲击。铁根认为这改变了 B 站的生态。「这两年 B 站力推短视频,让本身传播性差、制作周期长的 UP 主在面对制作周期短、传播性强的短视频制作公司面前,彻底丧失竞争性。」铁根表示。
    4. B 站的广告报价和粉丝量有直接关系。「粉丝数除以 15 就是你的账号广告报价。」铁根告诉《中国企业家》。
    5. 据铁根介绍,B 站的大广告主,主要聚焦在一些特定公司,基本就是电商和游戏两大块
    6. 「一只姜茶茶」在接受媒体采访时分析了 B 站商业化难的原因:首先,B 站用户年龄偏低,消费能力弱;其次,B 站用户基数不如抖音等平台,从广告投放角度来说,性价比也低;以及 B 站的弹幕对于广告主来说并不友好。

      来自 36 氪对一只姜茶茶的报道《当一位66万粉B站UP主停止为爱发电

    7. 铁根表示,平台对老 UP 主的打压很明显,现在的推荐机制不利于社区生态发展,同时也有过被 B 站平台撬单的经历。
    8. 4 月 3 日,拥有 60 多万粉丝的 B 站 UP 主、资深广告人「一只姜茶茶」,也发文谈及自己已停更半年,并且细数了 B 站在运营、商业化和 UP 主生存方面的种种问题。

      来自一只姜茶茶 4 月 3 日的微信公众号文章《作为一个快 70w 粉的 b 站 up 主,我为什么停更?》。

    9. 4 月 2 日,UP 主「-A 路人」发微博列举了 B 站 7 大问题,问题包括但不限于:UP 主的经纪人更像对接人;捧新人淘汰老人;UP 主接单被平台撬单,等等。

      来自 -A 路人- 4 月 2 日的 微博

    10. 铁根也向《中国企业家》表示,断更潮是夸大的行为。「但存在有一些全职 UP 主出现经营困难做不下去的情况,这里有(UP 主)自身经营的问题,也有平台运营的原因。」
    1. 小红书的社区基因既是突破自我的桎梏,也是抵御外部强敌的壁垒。社区自带留住用户的黏性,以及激励用户产出内容的自驱力;大厂纷纷学小红书,在功能和产品层面可以做到像素级复刻,却无法在用户活性和内容生态上迅速完成模仿,也就不可能真正取代小红书。
    2. 从另一个角度来看,小红书做不成大厂,或许也并非坏事。
    3. 整体来看,小红书始终把社区价值视为重中之重,任何可能偏离这一主旨的动作都会格外谨慎。这在一定程度上让小红书避坑,却也在扩展边界时自我设限,难以跳脱种草社区的内涵与外延,进而限制了整个公司的成长半径。
    4. 其实,小红书已经在调整方向。在 2 月底的一场活动上,小红书推出了「种草值」,将更多用户动作纳入监测,比如笔记页面的截图次数、浏览多篇笔记搜索关键词的次数等,进而生成一个量化指标。「种草值」其实是把营销效果 ROI 化,以更直观的数据吸引商家在平台内进行投放。这种以商家为中心的思维范式,与两三年前的以社区为中心存在显著差别。
    5. 用户侧的逆向筛选,叠加内容侧的逆向淘汰,最终形成了小红书今天的样貌,也让它在向大厂跃进时,总是会有一股来自基因深处的力不从心之感。
    6. 社区的另一重隐藏挑战在于,它会导致内容的逆向淘汰,难以满足更广泛光谱的用户的需求。
    7. 小红书却做不到这一点。它是社区而非平台,尽管也陆续开设了自家的账号体系,并引入了不少品牌商家,但由于底层基础设施的差异,小红书从来都不具备显著的平台属性。新用户加入小红书,天然包含着是否喜欢平台内容的价值判断;而非像平台型 APP 那样,只与是否需要使用平台提供的某一项功能或产品相关。其结果是,小红书在圈入新一批用户的同时,也在潜移默化中将另一批网民挡在了社区之外。任何一个社区在不断膨胀的过程中,都会随着不同思想的碰撞激荡,逐渐形成自己的风格和氛围,并在用户彼此的惺惺相惜中融入社区基因。这既是获取新用户的过程,同时也是逆向筛选社区参与者的过程。这一过程的发生并非人力所能干预,而是所有社区的天然缺陷:小红书的精致女性,B 站的二次元玩家,知乎的高知精英,乃至豆瓣的文艺青年,虎扑的钢铁直男,都是在没有引导的情况下逐渐演化为社区的主流人群画像,并在未来成为社区打破圈层的严重阻碍。与之呼应的是,「破圈」成为小红书们近年来最头疼的难题。小红书要解「男」题,B 站不想被视为小孩子的玩具,知乎则要竭力避免「人在美国,刚下飞机」的曲高和寡。但目前来看,他们尚未从根源上完成转身。
    8. 更底层的因素在于,小红书的基因是社区而非平台。这或许是它无法成为大厂的真正阻碍。
    9. 时至今日,打开小红书 APP,可以发现主要功能仍然围绕笔记的发布、浏览和互动等展开,并没有跨出种草边界。
    10. 在走过诞生之初的海淘攻略阶段后,小红书确立以购物笔记为核心的社区型产品方向。
    11. 除了业务指标的数量级差距外,小红书的核心业务也显得单薄。它从未真正走出种草及其衍生的流量售卖生意,也没有通过内部孵化或外部投资等方式,拓宽业务边界,进而构建一个横跨不同业态、足以与其他大厂扳手腕的新山头。
    12. 小红书的商业化盘子也并不大。它主要靠广告和电商业务赚钱,2022 年收入预计为 300 亿元人民币左右,大致与爱奇艺相当。相比之下,抖音、阿里和腾讯三大巨头的年营收都在数千亿量级,收入渠道也丰富得多。
    1. 接下来我想说的,想必大家也猜到了吧。我们之所以会指出阿 b 的缺点,其中不乏激烈的言语,但其核心还不是因为爱它丫么!遥想在 12 年,13 年那会,B 站都没有自己的服务器,那会上传视频是要「战渣浪」或者「后黑」的——目的就是为了降低平均码率以防新浪二次压制视频。那会虽然过着小米加步枪的艰苦日子,但是大家真的很其乐融融。发弹幕都是清一色“好听”、“前方高能”、“23333”,就算up主有不尽如人意的地方大家也会留“加油”,“有进步了!”这样的弹幕或者评论。所以B站那会在所有人的心中都像是一个小窝一样:虽然名气不大,但是大家都觉得米娜桑好厉害,特别友好;不是技术宅,就是唱歌好听,游戏解说幽默又仔细,或者是位勤勤恳恳的搬运工。(那会听个「威风堂堂」都觉得自己领了很大的一袋福利呢。)但是慢慢的这样的感觉不复存在了。我们发现,明星越来越多,短视频越来越多,不认识的人越来越多。甚至有一天,我们竟然可以竖屏大拇指上划直播了,每个直播看 2 秒钟就可以划掉,一划就换了一个小姐姐。我们感觉很陌生,这还是我们的 B 站吗?其实我作为 up 主,和老粉丝想的是一样的——就是感觉自己的家被别人占据了。他们大摇大摆地不换鞋就走进了我们的屋子,带着他的朋友,大声嚷嚷着。他们看不懂,也丝毫不珍惜我们喜欢的东西,把我们桌子上摆的小挂件小手办全部抹走了,放上他们的大金链条和葡萄酒。他们人多势众,慢慢地这个屋子也变成了大别墅,可是这已经不是我们过去习惯的那个家了。我想对来我们这里做客的朋友说,我们欢迎你们的加入,但是也希望你们可以稍微做到一些入乡随俗,遵守一下这里的礼仪。不要老是教大家掐架、比拼、玩排名、搞擦边、弄末席淘汰。希望你们和我们一起唱唱歌、跳跳舞、看看番、打打游戏。我也想对 B 站说,我这人一直以来都比较头铁。有什么话就会说什么,是真的憋不住,特别不懂明哲保身,所以也吃了不少的亏。但是我一方面也挺喜欢这样的自己的。最后我还是要尽我自己绵薄的力量呼吁,B 站真的应该做到专业化一点,人性化一点,要做出自己的特色,做出自己独有的东西,让创作者和粉丝都有归属感,让我们走出去都能骄傲地说我喜欢这个地方。

      让我想到《大厂都在学小红书,为何小红书成不了大厂?》中所说的,「小红书的基因是社区而非平台」,这与早期 B 站的生态何其相似。在社区氛围维持和商业化中找到平衡,B 站已经失败了,小红书迟早也要面对。

    1. 我于 2012 年入站,今年是第 11 年。之所以我们今天会看到这个话题,就是因为 B 站「太想一口吃成一个胖子」。地基都没有打稳,就想造 800 米的摩天大楼。以下仅仅是这几年来一些自己的体会感受。1. 丝毫没有经纪。2. 捧新人淘汰老人。3. 没有商业诚信。4. 鼓励恶性竞争。5. 做事根本不考虑后果。6. 架子非常大。7. 永远找不到的领导。最后小总结一下吧。其实这些原因说到底就是 B 站没有哄好自己的 up,就想去抢别人的 up,甚至一度想做成中国的 YTB。
    1. 《作为一个快 70w 粉的 b 站 up 主,我为什么停更?》这篇文章,我只用了两个小时写作,这些话其实我一年前就想说了。
    2. 流量没那么值钱了。只要有流量就能赚到钱的时代已经结束。
    3. 作为一个自媒体或者 IP,生命周期也就几年而已,如果做了一两年还没有完成商业化,那继续下去也不过是充当 B 站股价的加油器罢了。
    4. 签约并不代表会得到特殊扶持。很多资深 UP 主跟我抱怨, 「B 站运营能左右很多,必须要搞好和他们的关系」
    5. B 站对于在站外有流量的 UP 主是有扶持的,就是通过给你更好的推荐位,「帮助你涨粉,管到 20 万」,等这个线一过,福利就没了。
    6. 还有一点让很多 UP 主们头疼,就是很多弹幕、评论对广告投放不友好。
    7. 还有一个更直接的问题,就是「决定广告预算去向的人不上 B 站」。
    8. 因为 B 站用户基数本身比抖音小,所以从广告投放的角度,性价比也会比抖音低一些。
    9. B 站用户普遍比较低龄,也是很难商业化的原因。而且 B 站以中长视频为主,其实更适合深度的理性消费种草,比如做相机、电器等评测类开箱视频,就很适合长视频的形式。但这类产品也要求了用户的消费能力要高。可是 B 站用户又很年轻,可支配收入有限,这就成了一个死结。
    10. 一句话来讲,B 站涨粉要比抖音难得多,但 B 站粉丝的商业价值却不一定会更高。不像很多人觉得,因为 B 站涨粉慢,似乎粉丝的价值就更高一些了,并不是这个逻辑。
    11. 一位持冷静态度的行业人士认为,疫情三年直至当前,整个广告市场都在萎缩,B 站 UP 主接单难,不应该被特殊看待。
    1. 目前,进驻大陆且顺利扩张的外资便利店就是日系三杰:7-ELEVEn、罗森和全家。尽管 7-ELEVEn 和罗森都源自美国,但进入日本市场后,它们早已被改造成日系便利店,最大的特质是标准化管理、熟食品类丰富、服务周到细致。
    2. 日系便利店对员工的培训更加规范化,具体体现在话术、行为以及个人界限的把控上,罗森的店员很难像红旗的阿姨一样跟你讨论哪个牌子的酱油更好,不过这更符合都市打工人保持距离的需求。对于年轻人来说,便利店满足即买即走的需求就够了,人情往来反而是负担。
    3. 邻几的优势在于,非常清晰地知道自己要卖什么,以及怎么卖。邻几的创始人刘建忠有个执念,门店只要塞得下,那么就得尽量放 12 张桌子。邻几的目标,是成为城市里的第三空间,在办公室和家之外,提供一个温馨的场所。
    4. 2018 年,十足便利店迈步出省,在苏州、无锡、常州等城市同时开业,成为浙江首个走向全国的便利店品牌。
    5. 公路商店曾形象地比喻:「如果把成都比作一盆毛血旺,全家和罗森的数量就是那为数不多的毛肚,剩下每次都吃不完的豆芽就是红旗连锁。」
    6. 当一个四川的家庭中,出现一位在国企、事业单位、学校等地的职员,那么这个家庭的茶米油盐酱醋茶统统将被红旗连锁承包。要是「突袭」一个这样的成都本地家庭,说不定还能找到一沓标志性的、带有红旗连锁钢印的票券。
    7. 中国新闻周刊曾这样调侃北京便利店的匮乏:「当上海、广州的朋友热烈讨论罗森新出的甜点蛋糕,7-ELEVEn 关东煮的汤汁最浓,车仔面拌上沙茶酱有多香,全家又出了什么网红零食时,北京的朋友默默退群了。」
    1. 柳市人都离不开叶建华,因为他跑遍全镇后整理出一本带样品插图和售价的产品目录,那是购销员外出跑业务必不可少的工具。十多年后,一个叫马云的人和他的阿里巴巴做了同一件事,蝴蝶振翅般改写了中国互联网的历史。


    1. 过去三年里,疫情让直营门店成了品牌们最大的风险敞口。就拿卤味来说,做直营的周黑鸭,就比做加盟的绝味要惨烈的多。前者净利润跌去了 94%,后者却能少跌 20%。而在加盟模式里,品牌和加盟商形成的利益共同体中,加盟商会分走一部分利润,往往做不到直营模式那么高的利润率和坪效,但反之,加盟商也分摊了风险,封控营不了业,房租反正也是加盟商在承担。因此,很多品牌扛不住自己做直营的成本压力,也开始拥抱加盟。喜茶在很长一段时间内都坚称「绝不开放加盟」,现在也不得不放下身段,在下沉市场寻找起加盟伙伴;张拉拉、老乡鸡等超过 12 个餐饮品牌都在 2022 年选择开放加盟。
    2. 和加盟商做生意,蜜雪冰城是优秀案例。比如蜜雪冰城在四川建了柠檬种植基地,再以低于市场价的价格卖给加盟商;还把一毛、八分采购来的杯子、吸管,加价卖给加盟商,平均毛利率能达到 30%。2021 年,蜜雪冰城营收 103.5 亿元,其中售卖给加盟商的食材和包材两项合计贡献超过 85%[7]。
    3. 啤酒本身是一个正在衰落的市场。在 2013 年到达顶峰后一路下滑,而百威、青岛、华润等五大巨头牢牢把控着 80%的市场,像海伦司这样的新品牌难有立足之地。
    4. 不论是酒馆还是新式茶饮,都是开一家店、赚一份钱的餐饮生意。但随着门店扩张,还会出现门店难管、食客挑剔、成本飙升、增收不增利等诸多问题。投资人李岳就说过:「随着规模增长,你只是变得更大,并没有变得更强。[6]」
    5. 不同于想从消费者身上多赚钱的同行,海伦司的策略是,先从自己身上缩成本。通过在人工、房租、原材料上的极致抠门,海伦司的门店经营成本还不到 50%,优秀同行则为 70%,海伦司的成本控制堪称业界教科书。
    6. 海伦司是一类餐饮品牌的代表,他们讲着「中国星巴克」「中国麦当劳」的故事跑步进入资本市场,在新消费的余热里拿融资、开新店,几年之内就要拼一个「千店连锁」「万店连锁」的奇迹。
    1. 消费投资热时,每年一轮资金向这批新消费创业公司注入燃料——是燃料也是悬在创业者头顶的剑。一家餐饮公司不到 10 家店时,融资估值就接近 20 亿元。并不是投资方相信一家 50 平米的小店价值两亿元,只是提前按照几百几千店连锁这样的理想 “终局” 开出价码。风险是双方共同铺就的。不给这样的估值,投资者往往抢不到最热门的项目。而拿到这样的估值,创业者也必须按照 「终局」 提前搭建当前规模不需要的基础设施,把传统品牌 5-10 年的准备压缩在一两年走完。开店成倍加速、风险也成倍聚集,容不下任何意外。
    2. 创业者是一群天生乐观的人,这种乐观让他们倾向于冒险,很多时候,人们受益于他们的冒险精神。把资本作为提速的杠杆本身没有错,但当环境开始变化,创业者没能及时识别危险信号,产生的风险有可能致命。
    3. 早期直营模式,一开始就铺好多个城市,很容易拉断现金流。
    4. 大家都会做的事情一定不是胜负手,一些打破的东西才是。
    5. 在餐饮行业十几年,胡亭先后开过奶茶店、小笼包店。她一直想做一个更大规模的生意。2014 年,她从外送蛋糕品牌 21Cake 离职,搬去苏州加入西式烘焙连锁店礼颂至品。那年中秋,她注意到泸溪河桃酥在南京开了第一家品牌门店,由此关注起中式糕点。她发现,西式烘焙日常要用 1700 多种原料,中式烘焙只有 300 多个。
    1. 自有品牌上耕耘,成为了不少新零售的发力点,Costco 和山姆自有品牌的占比分别为 25%和 30%,而盒马自有品牌销售占比超过 35%。
    2. 「盒区房」所代表的便利优势,也左右了人们的居住选择和房地产市场的动向。2019 年时,贝壳找房曾发布报告称,在全国北上广深等 10 个城市中,盒区房的平均租房关注量高于周边非盒区房 21.45%,买卖层面,报告发现盒区房的平均交易周期比周边非盒区房快 7 天,流通性相对较强。


    1. 后端供应链的标准化和预制化提升,进一步简化了门店的运营难度。
    2. 员工疲劳是影响标准化运营中的障碍,但责任不在员工。萨莉亚创始人认为,门店运营出现失误,不是员工不努力,而是因为总部考虑不周全。为此总部会不断测试新的解决方案
    3. 餐饮是劳动密集型产业,人工成本对业绩会有明显的影响。在人工成本提高的环境下,「小时人效」这把刀将会变得越来越锋利,背后需要的是企业对门店运营的反复迭代。萨莉亚的日本门店可以达到小时人效人民币 400~500 元。一家 300 平米的门店,平均每日销售为 1.5 万元,运营需要 30 小时~35 小时的工时,是大约 4 名员工的工作量。但其中仅有 1 名店长是全职员工,店铺会在午餐和晚餐时间段灵活用工,尽量提高人员效率,减少多余劳动力。
    4. 萨莉亚综合了连锁化餐饮的高性价比和丰富菜品,以及对意大利菜的文化追求。而它实现性价比的基础则是门店高效运营和供应链端的壁垒。
    5. 餐品的丰富度是价值感最直接的体现。萨莉亚的日本菜单上共有 65 个 SKU,主食约占 30%。为了提供更多丰富选择,创始人正垣泰彦认为餐品需要坚持 6:3:1 的比例。「6」是放着就能卖出去的单品、「3」是店铺想卖出去的单品、「1」是需要有的单品。例如,墨鱼意面和餐后甜酒销量较低,但有着提升萨莉亚意大利餐厅形象的功能。
    6. 日本零售专家渥美俊一曾提到:「连锁餐饮渠道最佳的价格范围,是让消费者可以闭着眼睛点的价格」。为了做到这点,萨莉亚菜品的最高定价尽量不超过最低定价的 2 倍,让消费者每顿午餐平均花费 30 元。低价会让消费者对渠道获得安全感,有意愿全餐段都光顾萨莉亚,获得类似社区食堂的心智定位。一般消费者在早餐、午餐、晚餐的预算比例为 1:2:4。晚餐时间段,消费者会在萨莉亚点更多单品:一份焗饭、一份汉堡肉和一份沙拉,刚好拼到 50 元左右的客单价。
    1. 拉面出西北最早始于 1980 年代末,那时的化隆人将目光转移到了外出开拉面馆上。故事始于他们发现去「大城市」打工的回族人很难吃到清真食品,便觉得这是一个不错的商机。随着第一批人开始挣钱,他们回乡后的阔绰被同乡人看在眼里,激发了大家致富的雄心。大批的人开始离开化隆,纷纷支起「兰州拉面」的招牌。


  9. Mar 2023
    1. Wigent, William David, Burton David William Housel, and Edward Harry Gilman. Modern Filing and How to File: A Textbook on Office System. Rochester, N.Y.: Yawman & Erbe Mfg. Co., 1916. http://archive.org/details/modernfilingate02compgoog.

      Original .pdf converted with docdrop.org for OCR annotation on 2023-03-24.

      annotation target: urn:x-pdf:3c1f14d64c91cf4b513efa16df4ed90d

      Annotations: https://hypothes.is/users/chrisaldrich?q=url%3Aurn%3Ax-pdf%3A3c1f14d64c91cf4b513efa16df4ed90d

    1. Watts, Charles J. The Cost of Production. Muskegon, MI: The Shaw-Walker Company, 1902. http://archive.org/details/costproduction01wattgoog.

      Short book on managing manufacturing costs. Not too much of an advertisement for Shaw-Walker manufactured goods (files, file management, filing cabinets, etc.). Only 64 pages are the primary content and the balance (about half) are advertisements.

      Given the publication date of 1902, this would have preceded the publication of System Magazine which began in 1903. This may have then been a prototype version of an early business magazine, but with a single author, no real editorial, and only one article.

      Presumably it may also have served the marketing interests of Shaw-Walker as a marketing piece as well.

      Tangentially, I'm a bit intrigued by the "Mr. Morse" mentioned on page 109 who is being touted as an in-house consultant for Shaw-Walker.... Is this the same Frank Morse who broke off to form the Browne-Morse Co.? (very likely)

      see: see also: https://hypothes.is/a/Sp8s4sprEe24jitvkjkxzA for a snippet on Frank Morse.

    1. Shaw-Walker. Flexowriter File-Desks. Accessed March 24, 2023. http://archive.org/details/TNM_Flexowriter_File-Desks_-_Shaw-Walker_20171021_0001.

      An interesting in-desk filing system for punched cards. Interesting I've not seen anything like this prior for a mini card index maintained in an office desk drawer.

      Perhaps such a system wouldn't have been as easily accessible for use on a daily basis versus potentially more portable small systems that could have been transferred from desk to desk (person to person).

    1. 9/8b2 "Multiple storage" als Notwendigkeit derSpeicherung von komplexen (komplex auszu-wertenden) Informationen.

      Seems like from a historical perspective hierarchical databases were more prevalent in the 1960s and relational databases didn't exist until the 1970s. (check references for this historically)

      Of course one must consider that within a card index or zettelkasten the ideas of both could have co-existed in essence even if they weren't named as such. Some of the business use cases as early as 1903 (earlier?) would have shown the idea of multiple storage and relational database usage. Beatrice Webb's usage of her notes in a database-like way may have indicated this as well.

    1. ‘‘I think it lets us be more thoughtful and more deliberate about safety issues,’’ Altman says. ‘‘Part of our strategy is: Gradual change in the world is better than sudden change.’’

      What are the long term effects of fast breaking changes and gradual changes for evolved entities?

    2. OpenAI had a novel structure, which the organization called a ‘‘capped profit’’ model.
    1. Seen in a Hoskins business equipment advertisement in Business magazine (1903) for card index:


      Close to the phrase "at your finger tips". Would it have appeared before or after this?

      Business: The Magazine for Office, Store and Factory. Vol. 16. Business Man’s Publishing Company, 1903. https://www.google.com/books/edition/Business/QKaxezfHjL0C?hl=en&gbpv=0.

  10. drakeedu-my.sharepoint.com drakeedu-my.sharepoint.com
    1. mindex.THIS is the name Howard L. Wilson, of Rochester, N.Y.,hasgivenhisvestpocket cardsystem.Itisa

      Geyers Stationer. “Memindex Advertisement.” Geyer’s Stationer: Devoted to the Interests of the Stationery, Fancy Goods and Notion Trades, September 15, 1904. https://www.google.com/books/edition/Geyer_s_Stationer/L507AQAAMAAJ?hl=en&gbpv=0

      Howard L. Wilson of Rochester, NY named his vest pocket card index system the Memindex.


      Fascinating to see the 8 various types of hole punches different card index systems may have used on their index card filing cabinets.

      Advertisement from System, December 1906:

      CARD INDEX SYSTEM <br /> If you are using Card Systems, as manufacturers we are in a position to save money for you on these supplies. We make suggestions to anyone desiring to install labor-saving-money- making Card Systems.<br /> Cards supplied for all makes of cabinets.<br /> Write for prices and estimates.<br /> STANDARD INDEX CARD CO.,<br /> 707-09 Arch St., Phila., Pa.

    2. TheCalculagraph

      Beyond having people make direct copies of cards by hand or using carbon paper, The Calculagraph Company manufactured a copying machine for duplicating data.

      There is an accompanying picture (which I haven't copied here). Advertisement from 1906 System Magazine:

      The Calculagraph<br /> Makes individual records of actual<br /> working time on separate cards<br /> which may be used interchangeably<br /> for Cost Accounting, for Pay-rolls and<br /> for a number of other purposes with-<br /> out copying or transcribing a single<br /> figure, by simply assorting the cards<br /> and adding the records directly from<br /> their faces.<br /> A card containing all the work<br /> records of one man for a week may<br /> be useful for pay-roll purposes, but it<br /> is utterly worthless for learning the<br /> cost of products, until all the items<br /> have been copied or transcribed for<br /> classification.<br /> The Calculagraph requires a large<br /> number of cards in a factory employ-<br /> ing several hundred persons, but it<br /> Saves Clerical Labor. (In one<br /> factory it saves $150.00 per week).<br /> Cards Are Cheaper Than Labor<br /> The Calculagraph Makes No<br /> Clerical Errors.<br /> Let us send you our printed matter.<br /> CALCULAGRAPH COMPANY<br /> 1414 JEWELERS BUILDING, NEW YORK CITY

    3. TheSateliteCombinationCard IndexCabinetandTelephoneStand

      A fascinating combination of office furniture types in 1906!

      The Adjustable Table Company of Grand Rapids, Michigan manufactured a combination table for both telephones and index cards. It was designed as an accessory to be stood next to one's desk to accommodate a telephone at the beginning of the telephone era and also served as storage for one's card index.

      Given the broad business-based use of the card index at the time and the newness of the telephone, this piece of furniture likely was not designed as an early proto-rolodex, though it certainly could have been (and very well may have likely been) used as such in practice.

      I totally want one of these as a side table for my couch/reading chair for both storing index cards and as a temporary writing surface while reading!

      This could also be an early precursor to Twitter!

      Folks have certainly mentioned other incarnations: - annotations in books (person to self), - postcards (person to person), - the telegraph (person to person and possibly to others by personal communication or newspaper distribution)

      but this is the first version of short note user interface for both creation, storage, and distribution by means of electrical transmission (via telephone) with a bigger network (still person to person, but with potential for easy/cheap distribution to more than a single person)

    4. Shaw, A. W. System: The Magazine of Business. Vol. 10. A. W. Shaw Company, 1906. https://www.google.com/books/edition/System/3qvNAAAAMAAJ?hl=en&gbpv=0.

      via image at https://www.ebay.com/itm/125806081747

    5. W.K.Kellogg,President ofthe ToastedCornFlakeCompanyandalliedBattleCreekinterestsusing 640 drawers,says:"Ourbusiness involvesthehandling ofavastamountofdetail.Thedaily mailsometimescontainsthousandsofletters.IdonotknowhowallthesedetailscouldpossiblyhavebeenhandledwithoutShaw-WalkerSystems.

      In the December 1906 issue of System, a magazine which would eventually become Bloomberg Business Week), W. K. Kellogg, the President of the Toasted Corn Flake Company is quoted touting the invaluable nature of the Shaw-Walker filing system at a time when his company was using 640 drawers of their system.

  11. Feb 2023
    1. I agree, of course, with the criticism of the price point. As I often say, $9.99/month (or even $4.99/month) is more expensive than premium email—and no matter how cool you think your thing is, it's way less important than email. You should always return something for ~$20, especially if you already have a free tier. (When I say "for $20" here, I'm talking about a one time payment, or on a subscription basis that maxes out at $20/yr.)

      The following musings are highly specific to the market for what's being sold here.

      Paying $20 should get you something that you aren't bothered about again for the next year. Maybe to make it even easier, enable anyone to request a refund of their $20 for any reason within the first 7 days. This gives a similar feel to a free trial, but it curbs abuse and helps target serious buyers in the first place. In the event that 7 days is not enough time even for people to convince themselves that they need it, maybe keep open the ability to use a severely limited version of the service for the remainder of the year. E.g. you can continue to log in and simulate what you'd get with the full version, but it's only accessible to you because you can't publish them and/or share links with anyone who doesn't have access to your account.

    1. Apple can afford to make user privacy a priority AND be very strict about cookies because its revenue does not strongly depend on advertising.
    1. Stettler, Lucia. “Geheime Gästekartei überlebt Hotelbrand – und birgt Zündstoff.” Schweizer Radio und Fernsehen (SRF), April 8, 2021, sec. Kultur. https://www.srf.ch/kultur/gesellschaft-religion/brisanter-fund-geheime-gaestekartei-ueberlebt-hotelbrand-und-birgt-zuendstoff.

      <small><cite class='h-cite via'> <span class='p-author h-card'>ManuelRodriguez331</span> in Advantages of Analog note taking : Zettelkasten (<time class='dt-published'>02/07/2023 08:33:25</time>)</cite></small>

    2. Wie durch ein Wunder blieben vier Holzkisten mit hochbrisantem Inhalt verschont. Sie waren zum Zeitpunkt des Infernos in einem anderen Gebäude eingelagert. Sie enthielten 20'000 Gästekarten, die Concierges und Rezeptionisten zwischen 1920 und 1960 heimlich geführt hatten.


      Google translate:

      four wooden boxes with highly explosive contents were spared. They were stored in a different building at the time of the inferno. They contained 20,000 guest cards that concierges and receptionists had kept secretly between 1920 and 1960.

      The Grandhotel Waldhaus burned down in 1989, but saved from the inferno were 20,000 guest cards with annotations about them that were compiled between 1920 and 1960.

    3. At the Grandhotel Waldhaus in Vulpera, Switzerland concierges and receptionists maintained a business-focused zettelkasten of cards. In addition to the typical business function these cards served denoting names, addresses, and rooms, the staff also made annotations commenting on the guests and their proclivities.

      The old Grandhotel Waldhaus in Vulpera attracted the noble and the rich from all over the world to the Lower Engadine. R GULER







    4. Lois Hechenblaikner, Andrea Kühbacher, Rolf Zollinger (Hrsg.): «Keine Ostergrüsse mehr! Die geheime Gästekartei des Grandhotel Waldhaus in Vulpera». Edition Patrick Frey, 2021.Der reich bebilderte Band bietet eine spannende Reise in ein Stück Schweizer Tourismusgeschichte: Die Herausgeber haben die 20'000 Karteikarten aus den Jahren 1920-1960 sehr sorgfältig kuratiert, nach Themen gegliedert und in einen grösseren, gesellschaftlichen Zusammenhang gestellt.Die Leserinnen und Leser erfahren viel über die Klientel im Hotel Waldhaus, zum Teil sogar in kleinen biografischen Porträts; und sie können an konkreten Beispielen verfolgen, wie sich der Sprachgebrauch der Concierges im Laufe der Zeit verändert – gerade zum Beispiel im Zusammenhang mit jüdischen Gästen.

      Google Translate:

      Lois Hechenblaikner, Andrea Kühbacher, Rolf Zollinger (editors): «No more Easter greetings! The secret guest file of the Grandhotel Waldhaus in Vulpera". Edition Patrick Frey, 2021.

      The richly illustrated volume offers an exciting journey into a piece of Swiss tourism history: the editors have very carefully curated the 20,000 index cards from the years 1920-1960, structured them by topic and placed them in a larger, social context.

      The readers learn a lot about the clientele in the Hotel Waldhaus, sometimes even in small biographical portraits; and they can use concrete examples to follow how the concierge's use of language has changed over time - especially in connection with Jewish guests, for example.

    5. Die Klientel bewegte sich unter ihresgleichen und hatte keine Ahnung, dass der höfliche Concierge an der Rezeption heimlich seinem Ärger Luft machte – mittels giftiger Kommentare: «Ganz grober Kerl; treibt es arg mit den Weibern», «Grosser Protz à la Neureich», «Rappenspalter», «blöde Ziege» oder «Beisszange».

      Google translate:

      The clientele moved among their own kind and had no idea the polite concierge at the front desk was secretly venting his anger with venomous comments: 'Very rude fellow; does it badly with the women", "Big Protz à la Neureich", "Rappensplitter", "Stupid Goat" or "Tongs".

  12. Jan 2023
    1. Anybody using this approach to manage contacts? How?

      reply to IvanFerrero at https://forum.zettelkasten.de/discussion/1740/anybody-using-this-approach-to-manage-contacts-how#latest

      Many of the digital note taking tools that run off of text allow you to add metadata to your basic text files (as YAML headers, inline with a key:: value pair, or via #tags). Many of them have search functionality or use other programmatic means like query blocks, DataView, DataViewJS, etc. for doing queries on your files to get back lists, tables, charts, etc. of the data you're looking for.

      The DataView repository has some good examples of how this works with something like Obsidian. Fortunately if you're using simple text files you can usually put them into one or more platforms to get the data and affordances you want out of them individually.

      As an example, I have a script block in my daily note in Obsidian for birthdays in my notes that fall on today's date:

      ```dataview LIST birthday FROM "Lists/People" WHERE birthday.day = date(2023-01-18).day ```

      If I put the text birthday:: 1927-12-08 into a note about Niklas Luhmann, his name and birthday would appear in my daily note on his birthday. One can use similar functionality to create tables of books they read with titles, authors, ratings, dates read, etc. or a variety of other data input which parses through your plaintext files. Services like Obsidian, Logseq, et al. are getting better about allowing these types of programmatic searches for users without backgrounds in programming and various communities usually provide help for pre-made little snippets like the one above that one can cut and paste into their notes to get the outputs that they need. Another Obsidian based example that uses text files for tracking academic journal articles can be found at https://nataliekraneiss.com/your-academic-reading-list-in-obsidian/; I'm sure there are similar versions for other text-based platforms.

      In pre-digital times, for a manual version of a rolodex like this in paper, one could use different color cards as pseudo-tags (doctors are on yellow cards, family members on blue cards, friends on green cards, etc.) or adding edge notches or even tabs to represent different types of metadata. See for example the edge colored cards in Hawkexpress' Pile of Index Cards: https://www.flickr.com/photos/hawkexpress/albums/72157594200490122

    1. I have a bit of a soft spot for Niklas Luhmann ever since David Seidl introduced me to his ideas. I think it was at an EGOS conference in the early 2000s.


      Peter Smith was introduced to Niklas Luhmann at an European Group for Organizational Studies (EGOS) Conference in the early 2000s, ostensibly a business related group.

      I came across this via an IndieWeb reference and webmention.

  13. Dec 2022
    1. The band began rehearsing in Eno’s house, with Eno acting as “sound manipulator,” a cross between a live-sound engineer and a band member.

      Sound manipulator, what a great title for a business card.

    1. Reply to:

      Who is Zettelkasten note-taking system for? <br /> u/Beens__<br /> https://www.reddit.com/r/Zettelkasten/comments/zhyu5i/who_is_zettelkasten_notetaking_system_for/

      Perhaps your use case may benefit from knowing the longer term outcomes of such processes, particularly as they relate to idea generation and innovation within your areas of interest? Keeping notes which you review over periodically and between which you create potential links will help to foster more productive long term combinatorial creativity, which will help you create new and potentially useful ideas much more quickly than blank page-based brainstorming.

      Her method was much more ad hoc than the more highly refined methods of Luhmann which allowed him to write, but perhaps there's something you might appreciate from the example of the character Tess McGill in the movie Working Girl. Even more base in practice is that of Eminem, which shows far less structure, but could still have interesting long term creativity effects, though again, it bears repeating that one should occasionally revisit their notes (even if they're only in "headline form") in attempts to refresh their memory and link old ideas to new to generate completely new ideas.

    1. One of the clear signs that the bottleneck to low-income adults working moreresults from their lack of opportunities is provided by looking at their hours of workover the business cycle. When the economy is strong and jobs are plentiful, low-incomeworkers are more likely to find work, find work with higher pay, and be able to securemore hours of work than when the economy is weak. In 2000, when the economy wasclose to genuine full employment, the unemployment rate averaged 4.0 percent and thepoverty rate was 11.3 percent; but in 2010, in the aftermath of the Great Recession, theunemployment rate averaged 9.6 percent and the poverty rate was almost 15.1 percent.What changed in those years was not poor families’ attitudes toward work but simplythe availability of jobs. Among the bottom one-fifth of nonelderly households, hoursworked per household were about 40 percent higher in the tight labor market of 2000than in recession- plagued 2010.Given the opportunity for work or additional work hours, low-income Americanswork more. A full-employment agenda that increases opportunities in the labor market,alongside stronger labor standards such as a higher minimum wage, reduces poverty.

      How can we frame the science of poverty with respect to the model of statistical mechanics?

      Unemployment numbers have very little to do with levels of poverty. They definitely don't seem to be correlated with poverty levels, in fact perhaps inversely so. Many would say that people are lazy and don't want to work when the general reality is that they do want to work (for a variety of reasons including identity and self-esteem), but the amount of work they can find and the pay they receive for it are the bigger problems.

  14. Nov 2022
    1. Donations

      To add some other intermediary services:

      To add a service for groups:

      To add a service that enables fans to support the creators directly and anonymously via microdonations or small donations by pre-charging their Coil account to spend on content streaming or tipping the creators' wallets via a layer containing JS script following the Interledger Protocol proposed to W3C:

      If you want to know more, head to Web Monetization or Community or Explainer

      Disclaimer: I am a recipient of a grant from the Interledger Foundation, so there would be a Conflict of Interest if I edited directly. Plus, sharing on Hypothesis allows other users to chime in.

    1. A typical ridiculous, unquestioned business adage is "If you can't measure it, you can't manage it." That's BS on the face of it, because the vast majority of important things we manage at work aren't measurable, from the quality of our new hires to the confidence we instill in a fledgling manager.