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明天(6/5)就是世界環境日，Agoda今天發布永續旅遊趨勢調查，台灣僅次於南韓、印度，名列第三。
#全球旅客 願意為永續旅遊改變的三項方式
📌減量使用一次性塑膠備品
📌隨手關掉空調及燈
📌入住環境友善旅宿
#台灣旅客 願意為永續旅遊改變的三項方式
📌隨手關掉空調及燈
📌自行攜帶旅遊備品
📌垃圾減量
#背包博士觀點
在永續旅遊的文獻中，衡量遊客行為意圖其中有一個指標叫做"願支付價格貼水(Willingness to pay a premium)"，講白話就是你願意為了永續多付多少錢?
從上面調查結果，"入住環境友善旅宿"這個選項在台灣就消失了；而台灣前三項都比較和自身習慣有關，也就是你在訂房的時候，如果某飯店強調他是多麼的環保永續，但偏偏他就是比別人貴，這個時候可能還是會考慮考慮。此結果和相關文獻一致。
你們呢?
你們在旅行過程中有哪些永續行為?
你們願意永續而多付一些旅費嗎?
#又是好想贏韓國XD
A survey conducted by Cathay Financial Holding Co. in early April among its clients show people's expectation of a pay rise, possible travel plans and willingness of buying big ticket items.
https://focustaiwan.tw/business/202104240006
藻礁議題白熱化之後，很多人都好奇地問：7600 年形成的藻礁值多少錢❓
珍愛無價？毫無價值？到底誰說了算？
分享環境資訊中心一篇關於桃園藻礁經濟價值評估的文章
https://e-info.org.tw/node/98054
以下節錄其內容：
「桃園縣政府曾委託台灣濕地學會進行研究藻礁生態、威脅因子與保育對策，該研究案並首次對藻礁生態進行「生態經濟價值」推估，由中興大學應用經濟系教授陳吉仲協助，以問卷調查民眾的「願付價值」（willingness to pay）來評估。
報告內容顯示，為了保住藻礁生態系，受訪者每人每年平均願付價值分別為新台幣505～509元，如果照樣本數推估到全國，則全台灣民眾之總願付價值介於53~74億之間。
陳吉仲指出，這份價值代表的就是，如果不把藻礁保護好，那國家一年就會損失這麼高的代價；價值評估可以提供多方面的決策建議，例如當研究確認工業區排放影響了藻礁生態，那麼決策者在考量工業區對國家的貢獻時，就要把這種損失納入計算。」
為達減碳目標而犧牲藻礁值得嗎❓
比起要處理各種民眾可能反對的替代方案，犧牲本身沒有話語權的藻礁是最容易的事情，但就因為要達到 2025 排碳減半的目標（已幾乎不可能），所以必須用破壞藻礁的方式來達成，根本是本末倒置。
減碳是為了地球環境更好、減少氣候變遷對人類造成的影響，結果卻是非得要用犧牲珍貴的環境資源來達成，怎麼想都完全不合邏輯。
更何況，7600年的藻礁一旦破壞，幾乎是完全不可逆的。不像是砍樹種樹、拆房子蓋房子，還有可能有復原的機會。
你願意為了保護藻礁，簽下連署書嗎❓
連署書下載：https://reurl.cc/WE3Y2y
填好連署書並親自簽名後，歡迎送至時代力量新竹市黨部或荒野新竹分會。
（其他公投連署據點：https://reurl.cc/zbeGv6）
或郵寄至：
320039 桃園市中壢區普光二街122巷10號
珍愛藻礁公投 工作小組 收
👉 荒野新竹 也將於以下時間 & 地點擺攤讓民眾連署，歡迎（拜託）共襄盛舉（場次、地點若有調整，以新竹荒野為主，會再持續更新）。
📋2/26（五）09:00-12:00 動物園
📋2/26（五）1:00-21:00 竹北水圳公園
📋2/27（六）08:00-11:00 十八尖山
📋2/27（六）09:00-12:00 玻工館
📋2/27（六）14:00-21:00 竹北水圳公園
📋2/27（六）13:30-17:30 動物園
📋2/27（六）15:00-18:00 假日花市
📋2/28（日）13:30-17:30 動物園
📋2/28（日）14:00-17:00 竹北水圳公園、17:00-21:00 紅樹林
📋2/28（日）13:30-16:30 北埔姜阿新洋樓
📋3/01（一）09:00-12:00 玻工館
📋3/01（一）13:30-17:00 動物園
了解更多關於大潭藻礁：https://reurl.cc/pmgjMx
《MIT 知識分享: 建立爆炸性的生意七步方程式》
做生意要記住呢條formula ....
全文:
現在我身處於波士頓的MIT，剛上完一課 Business Platform 如何建立生意平台。 我猜要拍完這短片已經回到香港了，趁還在這個美麗的背景我就先和你分享一下。
不說不知，MIT 今年是全球排名第一的大學，根據教授 Catherine Tucker 及 Pierre Azoulay，做生意你要記住以下 formula.
Your Offering 你提供予客人的產品/服務:
(1) Stand Alone Benefit 本身的好處
+ (2) Same-Side Network Effect 同一邊的網絡效應
+ (3) Cross-Side Network Effect 跨邊網絡效應
－ (4) Price 價錢
－ (5) Switching Cost 轉移成本
－ (6) Multi-Homing Cost 多方持有成本
has to be greater than 必要大過
(7) Competitor's Offering (Net of Price) 競爭對手給予人客的價值(扣除價錢)
首先說明，今次會比較沉悶，比較學術，但都要逐一逐一跟你解釋一下以上formula。在教室內，我們就先看看依家全世界哪一間公司最值錢。
根據2018年 Interbrand Best Global Brands 排名，全球首十名的品牌加起來總值超過9000億美金，當中6個品牌都是教授所指的 Platform Business 平台生意。十年前? 只有3個。
教授話做生意，你可以在一個 Product 產品的生意，或是一個 Platform 平台的生意?
Product 就好像一條pipeline 管道，先要入貨，加工，出貨，再收錢，一步步來的。
Platform 平台生意，就是大家一起將貨品放上去，而
(1) 有第三方參與
(2) 大家直接交流/交易
(3) 最好的平台，就是即使你什麼都不做，坐著都會有錢收。
例如一間普通的茶餐廳是Product 生意，先入貨，加工，出貨，再收錢。並非平台，因為多人吃，不會增加其他食客的價值，而食客與食客之間均沒有任何直接交流。但如果舉辦一個speed dating night (快速約會之夜)，男跟女每五分鐘喝一杯奶茶就轉個對象談天，每人收費$200，一年內結婚就再收多兩萬，當然如何監管乃是題外話，這就是一個平台 platform 生意。因為有三方參與(男同女)，他們可以直接交流，情投意合的話還可以直接"交易"結帳， 平台基本上什麼也沒幹便有錢收。
High tech點，Google是一個 Search Platform 搜尋平台。但如果你去 Google search 這五個字，包括 Business Services, Bail Bonds, Casino, Lawyer, Asset Management，平均你每click一下，無論你有沒有光顧也好，該公司便會因為你的那一下click而需要繳付超過50元美金廣告費予Google，所以如果你討厭那一間公司，便不斷click他吧。
2018年 Google的廣告收入超過1100億美金， 因此Google並不是一間search engine或科技公司，而主要是一間廣告公司， 9成收入都是靠廣告收入。這亦是教授所指，最好的平台收入。什麼都沒有做，只要用家搜尋資料，click一下，就有錢收。現在的Google就是這樣，每年被click一萬二千億次。
售賣衫褲並非平台，因為只有一買一賣，沒有第三方。地產經紀，僱傭中介或Dating公司雖然有第三方，亦不是完整的平台，因為客人大家都不能夠直接參與交流或者交易，始終有個中間人。包括 我司的商舖基金也是一樣，因此我們與他們都只可以被名為擬似平台 "Platformy"，但並非完全是平台。
但如果像Amazon，Facebook， Uber，Apple雙方或以上可以直接交流/交易，就是真正完整的平台full platform，再加入科技元素，只要夠聰明，生意便能夠做到好大。可惜絕大部分人都失敗。為什麼呢? 要重溫一下以上的formula。
(1) 要人客買你的產品，產品先要有好的stand-alone benefit 本身有好處。 賣衫賣褲賣美容賣教育賣飲食賣車賣樓賣穿梭機也好，客人使用你的產品後一定會覺得比沒有使用來得好，他才會選擇購買。這一點不難明白。但即使多十萬個其他人客購買呢? 對於人客使用該產品的得益並無明顯影響。假如我去你的茶餐廳食飯，好像大家樂般，即使多十萬個人食，該碟飯對於那人的價值都是一樣。 因此他的WTP (Willingness-To-Pay) 並不會願意付更多錢。
(2) 加 Same-Side Network Effect 同一邊的網絡效應。如果全世界只有你一個人有Facebook， 無論Facebook如何記存你的美好回憶，你都未必會日日用。只是因為你有好多朋友用，Facebook 對於你的價值才會大大提升。以前的傳真機，座枱電話，今日的Microsoft Office, Iphone, Android, Dropbox 都一樣，越多人用，對你的價值就提升，Same Side 大家身處同一邊。
(3) 加 Cross-Side Network Effect 跨邊網絡效應，就是因為乘客多了，Uber 司機就相對增加。因為多人使用Visa / Master, 收咭的商戶就相對增加。因為多人使用iphone, AppStore的Apps Developer就相對增加，因為Apps多，又使到更多人用 iphone，雖然兩者係唔同邊，大家都循環再循環地增大。
看看這幅圖，純粹 Stand Alone Benefit，無論有多少user ，用家的 Willingness-To-Pay願意付出的價錢都差唔多。但只要有了 Network Effect, 隨著用家越多，他們的Willingness-To-Pay 就大大提升了，亦都解釋了為何 Platform Business 價值的爆炸力遠遠大於 Product Business
而最好的平台基本上係什麼都不用做，就好像你每次付款，Uber就收司機兩成交易費，Visa/Master收商戶2%，Apple就收 Apps開發商3成費用。Google? 你每次Click一Click, 他就收商戶高達五十元美金廣告費! 做平台成功是否很好呢?! 這才是真正的地產霸權! 你個電話這幾吋的螢幕，才真正是21世紀塊地。
知道你的產品或平台有什麼好處，就要(4) 減 Price。以上都曾經提過，你收多少錢呢?
(4.1) 你收誰人的錢呢? 哪一個party是less price sensitive對價格沒那麼敏感呢? 誰有 deep pocket 大量金錢呢? 一般當然是大企業或為了賺錢的商家便願意付錢多於一般普羅大眾。
(4.2) 誰人定價? 就如樓盤放售網站，劃一收費定價每月登每個盤200元? 就如Uber/Google 按需求來定價? 就如補習老師/網球教練，讓他們按自己的資歷定價? 或者就如 Priceline / ebay 般，由買家定價?
(4.3) 如何收費呢? 收費可以按次交易收費，可以按月按年subscription收費，可以現時流行的 Freemium Model, 即是先免費，吸引用家試用後，想再増加function再開始收費。
無論怎樣收費也好，要緊記，即使你定到最便宜的價錢，免費也好，都未必夠。因為你要由競爭對手處轉落你身上，人客都仍然要有switching cost 及 multi-homing cost.
(5) 再減 Switching Cost 轉移成本，即是如果轉去用你的新產品，例如打字的 keyboard新排法，人客是否需要從新學習呢? 由iphone的IOS 轉落你的 Samsung Android電話，是否需要花好多時間呢? 要緊記，不單止他，還有他的朋友呢? 如Facebook，是否需要全部人一齊轉呢? 要的話，switching cost就超級大了。
再減 (6) Multi-Homing Cost 多方持有成本，即是如果人客同時用兩款產品，是否需要很大成本呢? 我同時subscribe to Dropbox 及 Google Drive，最多付費兩次，但file save 在兩邊我並不會感到太麻煩，反而會感到有保障，Multi-Homing Cost 較低。但如果我同時一邊用 Apple iPhone，另一邊又用 Samsung Android 電話，或者一邊用Blu-Ray 另一邊又用HD-DVD看電影，我可能會感到很麻煩，機又要多部，買碟又要多隻，電話入資料又要入多次，App 可能很多都唔同，這樣Multi-Homing Cost 就會好高，等於逼我二選其一，或者索性不會嘗試新產品。
如果 Switching Cost 大，Multi-Homing Cost 又大的話，一個平台，例如Facebook / Microsoft 等，獨大機會就會大了。
簡單來說，就當你是一間舉辦 speed dating的茶餐廳，你產品的 (1) Stand Alone Benefit (假設是100元，因為有食物有飲品)
+ (2) Same-Side Network Effect (假設是300元，因為可以認識異性)
+ (3) Cross-Side Network Effect (假設是0元， 因為除男與女以外，並沒其他供應商會來)
－ (4) Price (假設是每人收費200元)
－ (5) Switching Cost (假設是20元，因為新客要學習speed dating 的新流程，乘車都要用錢)
－ (6) Multi-Homing Cost (假設近乎0元，因為人客四處嘗試也沒所謂)
has to be greater than
(7) Competitor's Offering (Net of Price) 競爭對手給予人客價值(減除售價) (假設是40元， 因為他們只有食物，不能夠認識異性，值100元，但收費60蚊)
100+300+0-200-20-0 = 180，即是大於 40，那麼你就有生意做。
但如果你沒有network effect那300元，或者價錢收得太貴，又或者人客的switching cost太大(例如要說法文，但人客都不懂得說)，加減起來低過競爭對手那40元net value 的話，你就無生意做了。
除非你把 Price 減至0，甚至乎負數，即是貼錢吸引人客來你那邊體驗，他一試之後， switching cost 去第二邊便會提升了，這叫 "lock-in"，就好像第一次使用Alipay有紅包送一樣，那你就可以蝕前賺後了。
雖說來容易，但在今時今日競爭激烈的社會，蝕前賺後的策略，需要十分大的資本投入，才能夠建立到critical mass 達到有顯著的 Network Effect。教室內稱之為 Penguin Effect 企鵝效應。就如所有企鵝都看到海中有魚食，但第一隻跳下去的話，好容易便會被海豹吃掉，所以大家都不會跳下去，一直等一直等，分分鐘隨時餓死。你建立platform做生意，便要令到這一班企鵝願意同一時間跳入海，互相掩護底下大家都能夠有魚吃，產生 network effect。但你若不能夠吸引牠們一次過跳入海，當第一隻犧牲後，第二隻便不敢跳下去，那你的平台便完蛋了。
這個亦是為何很多平台死亡的原因，可以花費很多億，很多users， 但依然蝕本。Spotify音樂串流平台，過
The mission was clear: Go to the NBA. Take over. Do so in a way that told the basketball world a new era had arrived.
If you were not a part of his inner circle, Allen Iverson didn't give a damn about you. The thing is, he was atypical in that he wanted you to know it, specifically because it was his way of saying he knew you would never give a damn about him anyway, no matter how much you smiled in his face.
His talent would make you care.
His performance would make you salivate.
His achievements would make you kneel.
All the way to the Hall of Fame, someday.
Iverson's story is not foreign, of course. It's similar to that of many players in today's NBA. Most are African-Americans. Most come from impoverished backgrounds. Almost all strive to elevate themselves to a level of greatness that has forced a global audience to pay attention, to emulate, then join.
Yet very few have ever impacted basketball like Iverson. No matter how hard they try.
"I always tell folks I played every game like it's my last," Iverson said earlier this week, in advance of his Hall of Fame induction on Friday. "And I meant that. But sometimes I don't think people realize what I mean when I say that. It's not just about playing so hard; it's why I played so hard. You know what I mean? It's what I wondered would happen to me if I didn't do it.
"You've got to know my history and how I truly feel to realize where I'm coming from."
But few will ever know. No matter how hard they try.
During to a career that would culminate with Iverson averaging 26.7 points per game, winning four scoring titles and one MVP -- at 6 feet, 165 pounds -- folks witnessed his heroics but barely knew the intimate challenges he faced.
Iverson knew being incarcerated, then granted clemency, wasn't a likable trait for Madison Avenue; that he wasn't the ideal spokesman for the NBA. Iverson knew a visibly polished Kobe Bryant was preferable to the tattoos, cornrows and street persona proudly worn on the sleeves, neck and elsewhere on this former All-American out of Georgetown.
But Iverson also knew everyone couldn't be Bryant or Michael Jordan. He knew that if MJ and Kobe -- and no one else -- were the standard, society wouldn't have a true depiction of NBA stars to come.
"I was 6 feet, so folks could relate to that," he once told me. "I was 165 pounds, so folks could relate to that. But I was also someone who wanted to be me, judged for what I do and who I am, instead of what you say I'm suppose to be. It's true that some [people] don't want to play the game, but a lot of dudes don't know how to. And even the ones that do, most ain't going to be accepted. So what about them?"
Even today that is still a legitimate question.
LeBron James has helped provide answers by showing you he can be a champion, pre-eminent role model and global icon, even if tattoos are draped all over his body. Steph Curry has proven as much, as well, by being a baby-faced, long-range assassin who, at 6-foot-3, looks like a regular dude instead of a Goliath of a man.
From Carmelo Anthony to Chris Paul to Dwyane Wade and beyond, players are speaking not just with their play on the court, but with their willingness to address issues off the court. And although Iverson is no innovator in that department, his willingness to express himself certainly made it easier for athletes to open up more in a day and age that's demanding it, not asking.
After a drawn-out recruitment by the Memphis Grizzlies, Iverson finally confirmed Wednesday morning that he is indeed ready to sign with them, announcing via his Twitter feed: "God Chose Memphis as the place that I will continue my career."
Referring to a Monday meeting with Grizzlies owner Michael Heisley, general manager Chris Wallace and head coach Lionel Hollins, Iverson added: "I feel that they are committed to developing a winner and I know that I can help them to accomplish that. I feel that I can trust them."
The Grizzlies are believed to be offering Iverson a one-year deal worth $3.5 million, which is far less than the nearly $21 million he earned last season in Denver and Detroit but more than anyone else was prepared to pay the 34-year-old.
At Heisley's behest, Memphis has been pursuing Iverson since July, ignoring concerns about his willingness to accept a reserve role or his ability to co-exist in the same offense with Mayo, Gay and Randolph because of Iverson's presumed ability to generate interest and sell tickets. The Grizzlies, throughout Heisley's ownership, have languished in the shadow of the Memphis Tigers' many successes in the collegiate game.
Grizzlies officials have yet to formally announce the signing but have made it clear since last week that they have merely been waiting for Iverson to take their offer.
In a radio interview Tuesday with WHBQ-AM in Memphis, Wallace sounded hopeful about Iverson ultimately joining the team, saying: "We had a very productive meeting yesterday where both sides got to know each other and what our expectations were. We got to hear Allen out, he got to hear us out and I thought it went pretty well."
Asked specifically about Iverson's well-known aversion to coming off the bench, Wallace said: "He indicated to us that he just wants to come in and help a team out, to get better, to win, and he'll shine during that process. I think Allen Iverson is going to be very fine with whatever role he would end up fulfilling here in Memphis. ... He knows where we're coming from, we know where he's coming from and I think if he comes here it's going to be a very productive marriage."
Monday's sitdown in Atlanta was the first face-to-face contact between Iverson and Grizzlies officials since the process began, with Memphis negotiating to this point primarily with Leon Rose, Iverson's agent.
Iverson has spent much of the past two months hoping that a firm offer would materialize from the Miami Heat, New York Knicks or Charlotte Bobcats, with the latter presenting the possibility of a reunion with former coach Larry Brown. But Iverson was ultimately forced to concede that only the Grizzlies had the financial flexibility and definite interest to pay him more than a minimum salary after his nightmarish stint with the Pistons.
Iverson played in only 57 games last season after being dealt by Denver to Detroit less than a week into the season and averaged a career-low 17.5 points, hampered by a back injury and his open struggles to cope with coming off the bench for the first time in his career. He would end up leaving the Pistons in April by mutual agreement before the playoffs.
But Iverson has insisted in recent days that he is amenable to whatever the Grizzlies have in mind for him as well as the steep drop from last season's salary, writing via Twitter: "Memphis is a place that I would love to play. The Grizzlies have good young players with a great upside. I love the city of Memphis, too.
"I would lead by example," Iverson wrote.
With Mayo at the same position, Mike Conley returning at point guard and Randolph's arrival over the summer, bringing in Iverson would appear to run counter to the Grizzlies' previous intent to develop a group of youngsters which also includes center Marc Gasol and No. 2 overall draft pick Hasheem Thabeet.
Yet in a July interview with ESPN.com, Heisley disputed suggestions that signing Iverson -- the sort of drawing card that the Grizzlies have never had in an eight-season run in Memphis marked by notoriously low attendance figures -- was dangerous or purely motivated by the prospect of ticket sales.
"What appeals to me?" Heisley said, repeating the question. "He's one of the greatest players in the last 10 years in the NBA."
In an interview Wednesday with NBA.com, Heisley said: "He told us he was very interested in playing with the young team we've assembled. He thought he could help us win and he was looking forward to helping the young players, and helping them to develop. Frankly, I'm ecstatic to have him.
"I don't buy into all of the stuff that's gone on. I'm not saying none of it happened. Some of it did ... but I know Allen is an excellent player. He's going to the Hall of Fame. ... The city of Memphis is going to be ecstatic to have him. We've never had a Hall of Famer, a guy of Allen's stature playing in Memphis. I feel Allen is going to be outstanding for us."
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