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2019年09月21日 09:01:07|来源:国际在线|编辑:普及咨询
Journalist Michael Kinsley famously defined a political gaffe as ;when a politician tells the truth -- some obvious truth he isn#39;t supposed to say.; Satya Nadella, Microsoft#39;s (MSFT) neophyte CEO, might just be giving truth-telling by public figures a good name by turning Kinsley#39;s dictum on its head. Nadella is developing a specialty in the highly unusual practice of answering questions directly and truthfully.记者迈克尔·金斯利曾有一句著名的论断,他说,政客的失态就是“说了实话——而且是一些不该说的大实话。”这句话现在可以套在微软(Microsoft)新任CEO萨蒂亚o纳德拉的头上了。如今的人们难得从公众人物口中听到一句大实话,但纳德拉在回答问题时“不走寻常路”地坦率和真诚颇有些特立独行。A case in point: Asked at an industry conference Tuesday night why Microsoft has issued a touch-enabled version of Microsoft Office for the iPad but not yet for Microsoft#39;s own Surface tablet, Nadella chose candor. ;We wanted to make sure we have full-touch Office on the platform with the most market share,; he said.比如在上周二晚上的一次行业会议上,当被问到微软为什么选择在iPad上发布全触屏版的微软Office软件而不是选择自家的Surface平板时,纳德拉坦率地承认:“我们想确保把全触屏版的Office软件发布在市场份额最大的平台上。”That statement is startling only because of the departure it represents from Microsoft#39;s past. Of course Microsoft needs to be on the iPad, far and away the tablet market leader. In fact, it raises the question of what took Microsoft so long. Amazon (AMZN), for instance, understands the importance of its Kindle app on the iPad. Years ago, Apple figured out how critical it was to produce a version of iTunes for Microsoft#39;s Windows operating software. iTunes may have been created for the Macintosh, but the Mac#39;s share was tiny compared to Windows-enabled PCs. So Apple (AAPL) went where the users were.这句话之所以让人惊讶,只是因为它代表微软终于不再沉醉于过去的辉煌。微软当然需要把自家软件放在iPad上,毕竟iPad在平板电脑市场上的领军地位无人可及。实际上,令人费解的是,微软为什么花了这么多时间才想明白这个问题。亚马逊(Amazon)早就明白了把Kindle应用放在iPad上的重要性。另外早在几年以前,苹果(Apple)就明白了发布一款兼容微软Windows系统的iTunes有多重要。虽然iTunes是专门为Mac系统开发的,但Mac电脑的份额还是远远比不上安装Windows系统的电脑,因此苹果选择了“跟着用户走”的战略。Nadella isn#39;t for abandoning Microsoft#39;s devices. He said Microsoft#39;s software needs to work on all devices, including its own. But, he said, ;we want to get usage.;纳德拉并不是要放弃微软的自家设备。他表示,微软的软件需要在所有设备上都能工作,当然也包括他们自己的设备。不过他也说:“我们希望的是我们的软件有人用。”Nadella spoke some truth in other areas as well. Grilled by veteran journalists Walt Mossberg and Kara Swisher at the new version of their old industry event in Rancho Palos Verdes, Calif., Nadella said Microsoft builds devices to help create demand -- not because it wants to be a device manufacturer. ;Software is the most malleable resource,; he said, an interesting word choice. ;In order to be in the hunt you need to build devices. You need to be all in.; He also didn#39;t mince words on the failures of Microsoft and its partners compared with Apple. ;The PC ecosystem needs new innovation,; he said. In fact, he thinks Microsoft needs to build the ;next new thing.; That#39;s a tall order, but a good aspiration.纳德拉在其它一些领域的问题上也说过一些实话。在这场于加州派洛斯福德庄举办的行业会议上,经验丰富的记者沃特o莫斯伯格和卡拉o斯威舍轮番发问,从纳德拉口中榨出了不少“干货”。纳德拉表示,微软之所以生产硬件设备是为了建立需求,而不是因为它想当一个设备制造商。他的用词也非常有意思:“软件是最有可塑性的资源,为了参与到‘打猎’中,你就需要制造硬件。需要全力参与进去。”他也丝毫没有掩饰微软及其合作厂商相对于苹果的失败。他指出:“PC生态系统需要新的创新。”他认为微软需要创造出“下一个新产品。”这是个很高的要求,不过算是一个很好的目标。The Microsoft CEO revealed no new strategic initiatives. He defended Microsoft#39;s commitment to search and to its recently completed acquisition of Nokia, calling the first core technology and the latter a ;means to an end,; namely a toehold in mobile software through ownership of a big device maker. He unveiled a nifty product called Skype Translate that enables callers on the Microsoft-owned Skype service to speak to each other in their native language and have their dialogue translated by a computer and spoken out loud. (The demo was conducted in English and German.)不过纳德拉没有透露微软下一步有哪些战略举措。但他为微软在搜索方面所做的努力以及最近完成的收购诺基亚(Nokia)的案子做了辩解。他把搜索称为一项“核心技术”,把收购诺基亚称为“达到目的的一种手段”,也就是通过收购一个大型设备厂商,在移动软件领域建立一个立足点。另外他还公布了一款叫做“Skype翻译”的产品。两个不同国家的用户通过Skype务互相用母语打电话时,他们的对话会自动经过电脑翻译向对方大声念出来。(现场展示用的是英语和德语。)The CEO, whose demeanor is the polar opposite of his predecessor, Steve Ballmer, spent some time telling his personal story. Two of his three children have special needs, he said, one being a quadriplegic. He said he struggles all the time with work-life balance. An only child, Nadella credited his economist father and literature-professor mother with not pressuring him to succeed academically and professionally, an unusual posture for middle-class Indian parents of his time, he said.纳德拉的个人风格可以说与他的前任史蒂夫o鲍尔默截然相反。纳德拉在会上也讲述了自己的人生经历。他的三个孩子有两个患有残疾,其中一个患有四肢瘫痪。纳德拉表示,他一直都在努力寻找工作和家庭的平衡。纳德拉小时候是家里唯一的孩子,父亲是位经济学家,母亲是文学教授,但是他们并没有强迫纳德纳必须获得什么学业上或职业上的成就,这一点也和同时代的许多印裔中产阶级家庭的父母截然不同。A truth-teller though he may be, Nadella isn#39;t above the occasional chief-executive-level platitude -- or outright whopper. Asked to assess the latest Surface tablet, he called it ;promising,; acknowledging that that#39;s what you call a product that hasn#39;t succeeded yet. On the subject of assessing Google, Nadella sounded like his peers in CEO-land. ;I don#39;t know what Google#39;s strengths and weaknesses are because I don#39;t think about that,; he said. That one is tough to believe, and one almost hopes he#39;s fibbing in this case. Nobody#39;s perfect.虽然纳德拉爱说实话,但有时也难免说出一些企业高管惯用的陈词滥调,甚至是违心的话。比如当问到如何看待微软最新版的Surface平板时,他称其为一款“有希望”的产品,一般人们都用这个词来描述一款还没有取得成功的产品。当被问到如何看待谷歌的优势和劣势时,纳德拉也像其他CEO一样打起了官腔:“我不了解谷歌的优势和劣势,因为我不去考虑这个问题。”这一点很难让人相信,甚至让人感觉他是在撒谎。不过,毕竟人无完人。Google co-founder Sergey Brin didn#39;t add much to the conversation about Google#39;s strengths and weaknesses in his onstage interview. Brin explained his curious status as board member, pal of CEO Larry Page and head of Google X, the company#39;s ;moonshot; arm. In effect, he runs the relatively small research group -- responsible for such initiatives as Google Glass, self-driving cars and high-altitude balloons for delivering Internet access -- and not much else. He said, quite credibly, that he#39;s happy to leave all the headaches of running a giant company to Page.谷歌(Google)共同创始人谢尔盖o布林上台接受采访时,对谷歌的优势和劣势也没有讲太多。布林解释了自己在谷歌公司的角色——既是董事会成员,又是CEO拉里o佩奇的哥们儿,同时也是谷歌最神秘的部门——Google X实验室的负责人。Google X是一个相对较小的研发团体,主要负责研发像谷歌眼镜、无人驾驶汽车和能为地面覆盖无线网络信号的高空气球等“高大上”的前沿项目。他由衷说,自己很高兴能把管理这样一家大公司的所有麻烦事都丢给拉里o佩奇。Brin let loose quite a handful of interesting nuggets during a rambling and often unfocused interview dominated by a discussion of self-driving cars. Google X has precisely eight projects, four of which Brin discussed, and he won#39;t allow new ones until a current member of the class ;graduates.; He said the company has a group that is ;approaching 1,000 people; working on Internet security. He said the company plans to build 100 to 200 self-driving cars and is working with automotive suppliers in the Detroit area, Germany and California. He quite candidly said ;business questions; about driverless cars would be left for another day, a rather Googley and altogether believable assertion.对布林的访谈虽然主要围绕着自动驾驶汽车,不过也有一些闲聊的意味,布林在漫谈中不时抛出一些有意思的猛料。比如谷歌X确切地说有8个正在进行的项目,布林讨论了其中的四个项目。不过他表示,在现有的某个项目“毕业”之前,暂时不会上马新项目了。他还表示,谷歌目前有一“接近1000人”的团队专门在搞网络安全问题。另外他还说,谷歌计划制造100到200辆无人驾驶汽车,而且目前谷歌正在与底特律、加州和德国的一些厂商展开合作。他坦率地说,关于无人驾驶汽车的“商业问题”还是留到将来的某一天再来讨论为好,这是一种“谷歌式”的官腔,但总体上还是可以相信的。Brin wore a version of Google Glass for a portion of the interview, and he pooh-poohed the controversy over the product, namely the meme in the media that only an obnoxious techie would wear the computerized spectacles in public. At the same time, Google knows it has a potentially contentious product on its hands. A member of the audience asked if Google glass could use facial recognition to help a user identify someone they are talking to -- a particularly alluring feature at an industry conference. ;We#39;ve asked glass wear manufacturers not to put facial recognition in Glass,; Brin said. ;Society is still formulating its opinion on that.;布林在采访中还戴了一会儿谷歌眼镜。对于这款产品的争议,也就是有媒体称只有那些“技术宅”才会在公共场合戴这样一款电脑眼镜的说法,布林表示很不以为然。不过谷歌显然知道这款眼镜是一款有争议的产品。比如有一名观众就提问道,谷歌眼镜是否能加入面部识别功能,帮助用户确认眼前的人的身份——这个功能对于这样一次很多人参加的大会来说,的确是一个非常有吸引力的功能。布林说:“我们要求眼镜加工厂商不要在眼镜中加入面部识别功能。现在社会就这个问题还没形成统一的意见。”Thus ended an evening with yet more truth-telling. Could it be a trend?这个晚上就这样以更多的实话结束了。它是否会成为一种趋势呢? /201406/303136

Reader Survey: Apple Rides Recent Growth In AsiaFor a company with a tiny market share in Asia, Apple Inc. has an outsized reputation.Apple held just a 1.6% share of the personal-computer market in Asia in the second quarter of this year, and a 0.6% sliver of the region's mobile-phone market, according to technology market-research firm IDC. Yet Apple skyrocketed to the top of our annual Asia 200 survey this year, and was ranked by ers as the region's most admired multinational company. Last year, Apple ranked seventh.Apple's sharp rise to the top spot over the past year reflects its fast-growing global reputation as a trend-setting technology company that continually turns out iconic products backed by unparalleled marketing savvy. Apple might not be a big player in Asia, in terms of market share, but the company's reputation looms large.'Even if they don't have a big presence, they are tremendously successful at marketing themselves,' says Bryan Ma, the Singapore-based director of personal systems research at IDC. 'Look at the entire experience and aura they create, especially this globally connected age; everyone is hearing about this whole iPhone phenomenon, and can see their earnings are doing very well. Even if their market share isn't so big out here, these are things that businesspeople and executives in Asia would certainly respect and admire.'Apple's ability to sidestep the global economic crisis has gained the company fresh respect. In July, Apple posted a 15% rise in profit for the fiscal third quarter ended June 27, and said it couldn't supply enough iPhones and Macintosh computers to meet demand. Shipments of Mac computers rose 4% to 2.6 million, although revenue fell 8% as the company cut prices on some models. Still, that stands in contrast to PC sales, which have slumped globally. Apple's results were fueled by surging demand for its 3G iPhone: the company sold 5.2 million iPhones in the quarter, more than seven times what it sold a year earlier.Apple's focus remains on its core U.S. market, and also on Europe. Apple shipped 53% of its Macintosh computers to the U.S., 24% to Western Europe and 14% to Asia, in the second calendar quarter of this year, according to IDC. While the company's iconic iPod is popular in Asia, Apple's iTunes store remains out of reach of most Asian consumers. Apple has set up iTunes in Japan and Australia only. Copyright is the big hurdle. Apple has to conclude deals with individual record labels at the country level to allow songs to be sold on the iTunes platform in each market. That labyrinth process has mired efforts to make the service more widely available in Asia. The company is also likely concerned about piracy in Asia, say many analysts.Still, the company is expanding its presence. Apple opened its first company-owned Apple retail store in Asia, outside of Japan, in China last year. Meanwhile, it has signed agreements with Asian mobile-phone carriers outside of Japan to distribute its hot-selling iPhone in the past 12 months. The product, which was aly on sale in Japan, is now available in Hong Kong, Singapore, Malaysia, Indonesia, the Philippines, India, Thailand and Taiwan. In late August, China Unicom (Hong Kong) Ltd. announced a three-year deal with Apple to sell the iPhone in China later this year.The release of the iPhone, Apple's latest must-have gadget, in Asia has helped buoy the company's profile in the region. More than 2,000 people in Singapore queued up for hours when domestic carrier Singapore Telecommunications launched the iPhone on July 10. The customer at the front of the line reportedly waited for 11 hours.Apple has also managed to lift its share of other core segments in Asia. The company's 1.6% share of personal computers in the second quarter of this year marks a steady rise from the 1.1% share in the first quarter of 2007. The 0.6% share it has in the Asian phone market, meanwhile, is notable given the iPhone has been available in most of Asia for less than a year.Those efforts are paying off. Apple ranked second in the Asia 200 survey in the innovation category, up from seventh last year. When asked to rank multinational companies by the long-term vision of their management, ers ranked Apple second this year, up from sixth.'For a company that, from a product-line perspective, isn't that broad, it is rather admirable they can create so much demand, so much hunger and so much loyalty -- even out here in Asia, where the priority for the company might not be as high,' says IDC's Mr. Ma.On Wednesday, Apple CEO and founder Steve Jobs appeared in public for the first time since he received a liver transplant earlier this year, unveiling new offerings that included an iPod Nano with a camera. /200909/83911

Xiaomi Inc., the startup that has rattled China#39;s smartphone market with its fast-selling handsets, is looking to tap its international fan base for help as it tries to expand abroad, according to its new American executive.小米(Xiaomi Inc.)全球副总裁巴拉(Hugo Barra)表示,公司寻求藉助海外粉丝的力量实现海外扩张。作为初创企业,小米已凭藉迅猛的手机销量在中国智能手机市场异军突起。Xiaomi Global Vice President Hugo Barra, the former Google Inc. official who joined the Chinese company in October, said the smartphone maker--which in recent months began selling phones in Hong Kong and Taiwan--will likely next begin sales in Southeast Asia, though he didn#39;t give a time frame.这位谷歌(Google Inc.)前高管于今年10月份加入小米。他表示,小米下一步可能开始在东南亚市场进行销售,不过他并未给出一个时间表。最近几个月,小米已经开始在香港和台湾销售手机。Xiaomi plans to make use of its fans in other markets to popularize its phones and overcome language and border barriers, Mr. Barra said. #39;We have fans everywhere,#39; Mr. Barra said in an interview, his first with foreign media in China. #39;We#39;re on a mission. We want to have an impact in the world.#39;巴拉称,小米计划藉助其他市场的粉丝力量来推广旗下手机并克语言和国界障碍。他在中国首次接受外媒采访时称,小米在全球各地都有粉丝,公司肩负使命,希望能在全球发挥影响力。Started in 2010 by Chinese entrepreneur Lei Jun, closely held Xiaomi sells high-end phones for prices close to cost. Its flagship Mi 3 phone costs 6, less than half the price of top models from Apple Inc. and Samsung Electronics Co. Xiaomi, which is worth billion according to its most recent round of fundraising, expects to sell about 20 million handsets in 2013.中国企业家雷军于2010年创立了小米,以接近成本的价格销售高端手机。该公司旗舰产品小米手机3 (Mi 3)的价格为326美元,较苹果公司(Apple Inc.)和三星电子(Samsung Electronics Co.)的高端手机价格低了超过50%。根据最近一轮融资的信息,小米估值达到了100亿美元。该公司预计今年将售出约2,000万部手机。Xiaomi#39;s operating platform--currently available in English and Chinese--can be downloaded onto computers world-wide, enabling tech enthusiasts to experience Xiaomi#39;s interface without owning one of its phones.小米操作平台可在全球范围内的电脑下载,没有使用小米手机的科技发烧友也可以体验产品界面。目前小米操作平台持英语和中文两种语言。To cultivate a fan base, Xiaomi gives its users and fans direct input into what features and updates it adds to its operating platform, which runs on top of Google#39;s Android operating system. It updates its software weekly, free of charge.为培育粉丝群体,小米允许用户和粉丝直接参与其操作平台的新增功能和更新。小米每周都会更新软件,软件是免费的。小米的操作平台是基于谷歌安卓(Android)操作系统上开发的。The model has won the company more than five million registered users on its Chinese forum and more than 100,000 on its English forum, according to Mr. Barra, who said Xiaomi has forums in 21 countries outside China, Taiwan and Hong Kong. Its dedicated users report bugs, offer suggestions for new features and translate its software into other local languages available in unofficial versions.巴拉称,上述模式为公司在旗下中文论坛上争取到了超过500万名注册用户,在旗下英文论坛上争取到了超过10万名注册用户。巴拉还称,小米在中国大陆、台湾和香港以外的21个国家都有论坛。这些乐于奉献的用户报告系统缺陷,提供有关新特性的建议,并将其软件翻译成其他语言并移植到非官方版本。Mr. Barra said the process is a powerful tool to attract users. Followers in other countries #39;are also the first people that are going to purchase a Xiaomi product when it#39;s available in their country and get the word out and be brand ambassadors,#39; he said.巴拉称,上述机制是一种吸引用户的有力工具。他称,其他国家的粉丝也就是那些会在小米产品于当地上市时购买产品、帮助小米宣传并充当品牌大使的第一批人。Analyst have wondered whether Xiaomi#39;s crowdsourcing of input will be as effective outside China, where the company is relatively unknown. In recent months it began selling handsets in Hong Kong and Taiwan--new markets, but where its Chinese-language services aly have a y audience.一些分析师考虑,小米在手机输入法上采取的“众包”模式是否也会在中国以外起到同样效果,因为该公司在中国以外的名气还相对较小。近几个月来,小米已经开始在香港和台湾发售手机,这是两个新市场,但该公司的中文务早就已经在这些新市场吸引了一些关注者。#39;They will probably not be able to have as many Xiaomi fans as they do in Taiwan and China, so the hope is just being cheap#39; will attract customers, said Forrester analyst Bryan Wang.福里斯特研究公司(Forrester)分析师Bryan Wang称,小米可能无法再获得与台湾和中国大陆一样多的粉丝,因此只能寄希望于通过低价吸引客户。Mr. Barra said that the company will likely follow the model it took to expand into Taiwan, which he says was in many ways #39;experimental.#39; First the company began shipping phones that were ordered on its Taiwan website directly to the country. Then it established a distribution center and hosted an event at which around 400 users spent time with executives, offering software suggestions, singing karaoke and playing games. A number of fans from the company#39;s forum helped to organize the event.巴拉称,公司可能会沿用其在进军台湾市场时采取的模式。他还称,这在许多方面都还是“试验性的”。该公司先是开始将顾客在旗下台湾网站上订购的手机直接发往台湾,而后建立了一个分销中心,同时主办一次活动,使大约400名用户能有时间与公司高管进行互动,向他们提供软件方面的建议,并一起唱卡拉OK和打游戏。该公司旗下论坛的一些粉丝帮助组织了那次活动。#39;We experiment very aggressively and we#39;re going to be constantly looking for ways to scale aggressively,#39; he said. Xiaomi wouldn#39;t elaborate on sales figures in Taiwan, or longer-term sales targets abroad.巴拉称,小米进行了非常大胆的试验,今后将不断寻找大胆扩张的途径。小米不愿进一步台湾的销售数据,也不愿具体说明海外市场的中长期销售目标。Mr. Barra said the company was looking at Southeast Asia next due to the region#39;s large population, relative proximity to China, and the likely draw in those markets of cheaper smartphones with features that compare to those of higher-end phones made by companies like Samsung.他还称,公司已将东南亚地区作为下一个着眼点,因为该地区人口众多,距中国相对较近,而且这些市场可能对价格更低、特性与三星电子等公司生产的高端手机类似的智能手机有着较大需求。Mr. Wang, of Forrester, said Xiaomi will likely have to tweak its business model abroad, charging more for phones to make the margins to support the outlays it will take to expand into those countries. Currently, the company maintains low margins on the phones it sells with the idea that it can eventually make money off its millions of users by selling accessories and services like content, games or applications.福里斯特研究的Bryan Wang称,小米可能将需要在海外市场调整业务模式,通过提高手机售价来提高利润率,以便帮助公司维持在相关国家扩张的费用。目前小米把销售手机的利润率维持在低水平,认为公司最终能仰仗多达百万的用户群体、通过出售内容、游戏或应用等周边产品和务来获利。Mr. Barra admitted it could be hard to push abroad, but also said he believed the model that has led to the company#39;s push was applicable beyond China.巴拉承认,公司可能难以进军海外,但他还是相信,帮助小米不断扩张的模式也适用于中国以外的地区。#39;That concept of #39;I don#39;t need to see a billboard of your product, just sell it to me for a little bit less#39; is very powerful, and people get it, #39; he said.他表示,有一种消费观念是“我不需要去看你们产品的宣传,只需要你们用低一点的价格卖给我”,这种观念非常强大,人们也心知肚明。 /201312/269480

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