關於 office 2010啟動 ，我們在網路上蒐集到這些相關的討論、資訊與評價

📌 先按讚，再分享到個人動態消息，再回頭就找不到📌

重新安裝Win7後及Office後，以VBA爬資料出包，該如何處理？

《遇到症狀》
原先正常，但在重新安裝 Windows 7 + Office 2010 以上的版本後，無法順利以VBA 爬網路資料。

《可能原因》
發生此問題的原因在於 Windows 7 未設定為支援 TLS 1.2 通訊協定，而且該網頁伺服器伴停用了其內部部署環境中 TLS 1.0 和1.1 的支援。

《解決方案》
若要解決此問題，請在 Windows 7 上啟用 TLS 1.2 支援。 若要這麼做，請遵循下列文章中的指導方針，然後重新開機電腦：

《實作步驟》
①安裝 Windows 7 Service Pack 1 (SP1)
https://support.microsoft.com/zh-tw/help/15090/windows-7-install-service-pack-1-sp1

②下載安裝並執行「Easy Fix」來新增登錄子機碼已解決問題
(進入下面網頁，點擊 Download 按鈕，下載 MicrosoftEasyFix51044.msi 進行安裝)
https://support.microsoft.com/help/3140245

③重新啟動電腦

客戶Email詢問：
我的舊電腦(已無法開機)有安裝一套正版office 2010，可以裝在新電腦上嗎？

歐飛：
一套一個序號，只能啟動一台，如果這一套office 2010確定沒有在使用，可以安裝在新電腦(win10)上面。

昨天台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任 AppWorks 創辦合夥人 Jamie 林之晨為總經理，長期關心 AppWorks 的朋友，或許會有些疑惑。其實不是 Jamie 換工作，而是 AppWorks 將與台灣大一起，挑戰一個放大 10 倍的計畫。在此跟大家分享 Jamie 的聲明，有更完整的敘述。

#以下是_Jamie_聲明全文

稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。
...Continue Reading
#EnglishBelow 稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。

首先，我不是接下了台灣大總經理的職位，而是接下了整合市值美金 120 億、營收美金 38 億的台灣大與市值美金 36 億、營收美金 25 億的 AppWorks Ecosystem，放大出 10 倍成果的任務。

這得從我的故事說起，如果您還沒聽過的話，我原本已經移民美國，和老婆小孩開心的住在紐約，2008 年，我在美看到 iPhone、Android 相繼問世，Facebook、Twitter 等社群媒體成為主流，意識到軟體的力量將越來越大，而硬體將越來越沒有價值，換言之，台灣的國際經濟地位將受到極大挑戰，因此決定舉家搬遷回台，推動台灣的轉型升級，以免我熱愛的福爾摩沙從世界經濟奇蹟變成失落的遺跡。

這是一個很大的決定，不僅我要放棄自己的美國夢，老婆、小孩都得跟著改變職涯、學涯，因此既然要做，就得發揮最大的 Impact。所以回台之後，我每天思考、決定、努力的，都是最大化我對台灣的貢獻。

因此這些年來我戴了很多帽子，表面看起來沒什麼相關性，但背後都有一個共同的目的，那就是推動台灣的改變。首先，我長期寫網誌、經營 Facebook 等網路社群、在《天下》等期刊寫專欄、出書、演講、接受採訪，心想的是分享新知、新觀念，散播進步需要的養分。

我與夥伴們成立 AppWorks，有系統的幫助年輕人創業，為的是培養千千萬萬帶領台灣前進的下一代生力軍。這也是為什麼 AppWorks 從 2010 年啟動半年一期的創業加速器，至今一直堅持免費提供。目前 AppWorks Accelerator 共畢業的 17 屆、925 位創業者，由他們成立的活躍企業高達 328 家，2018 年產值 760 億，提供 9,500 個工作機會，非常確切的為台灣貢獻一股向上動能。更重要的是，這些創業者們因 AppWorks 而相識相惜，形成一個緊密互助的網路，更是社會的長期資產。

當 AppWorks 在台灣站穩腳步，2014 年我們開始積極走訪東南亞，邀請優秀的東協創業者前來加入，希望透過串連跨國創業者網路，促進台灣的區域化，同時貢獻東協的數位發展。經過 5 年的推動，這個工作也有大幅進展，即將在 3 月進駐 AppWorks 的 33 組 AW#18 團隊，將有高達 19 組來自東南亞，包含他們在內，AppWorks 有 160 家企業在台灣以外的大東南亞市場有據點，形成一個真正區域化的網路。現在，來自台灣、香港、新加坡的 AppWorks 創業者要前往印尼、越南發展，可以很容易的找到 AppWorks 校友帶路，大大降低了區域化的門檻。

除了創業加速器，透過 AppWorks，我們同時努力創造更多台灣改變需要的新典範。以創業投資為例，我們 2012 年成功募集 3.2 億 Fund I，2014 年募得 15 億 Fund II，在 AppWorks 團隊的努力經營下，目前兩支基金的投資績效都是水準以上，其中 Fund II 至今的年化內部報酬率 (IRR) 達 29%，遠高於歐美同期創投基金的 Top Quartile (前四分之一) 指標。透過追求與國際一流基金同等的表現，我們希望促進台灣 LP (創投投資人的簡稱) 更有信心支持本土新興 GP (創投管理公司的簡稱)，進而推動台灣創投業的復甦。

2016 年，我們出資成立 AppWorks School，每 4 個月一期，免費幫助年輕人透過實作學習程式、轉職工程師、加入成長中的數位行業，提升他們的職涯的同時，也為台灣貢獻人才。目前 School 已畢業 106 位學生，其中 85% 成功轉職，第一年起薪中位數達 67 萬。雖然杯水車薪，但我們希望拋磚引玉，刺激台灣教育的現代化，幫助年輕人準備好面對 AI 時代。

此外，AppWorks 雖然仍是中小企業，但受到的關注較多，因此也經常以身作則，為台灣業界示範新時代企業可以有的新思維。除了看齊國際優質創投的薪資獎金水準、年假無上限、自由選擇工作時間地點、新年假期長達三、四週外，我們更在日前啟動交棒計畫，讓年僅 30 歲的 Jessica 劉侊縈、40 歲的 Andy 蔡欣翰升任合夥人，希望激發台灣企業勇敢讓年輕人當家。

私部門之外，有機會推動台灣轉型的公領域活動，我也積極參與。2016 年，我從詹宏志先生手上接下 TiEA (台灣網際網路暨電子商務產業發展協會) 理事長，上任後便努力推動網路電商正名運動，成功說服了櫃買中心創立電子商務分類；2017 年起我開始擔任亞洲·矽谷民諮委共同召集人、數位國家諮詢委員、代表台灣參加每年四次的 ABAC (APEC Business Advisory Council) 會議，2018 年又奉總統之命擔任 APEC Vision Group 代表，與其他 20 會員國派出的先進，一起定義 APEC 未來的 20 年願景。這些雖然都是義務工作，但我都當作正職全力以赴，因為都有機會大大影響台灣的命運，以及在經濟領域的國際能見度。

最後，我去年決定再次舉家，準備遷往雅加達，同樣還是以為台灣貢獻出發。我觀察到 2.6 億人口的印尼正在快速崛起，短短 5 年內從有限的新創活動，到 4 隻本土獨角獸加 3 隻外來獨角獸的蓬勃景況，必須要幫助台灣抓住這個成長機會，但印尼商業生態與台灣大不相同，所以我決定進駐雅加達、深耕當地，希望能因此扮演帶領 AppWorks 新創進入印尼的嚮導，縮短我們與世界第四大國、東南亞第一大國的距離。這麼做得犧牲一些我在台灣的工作，但這些工作多半我的夥伴們可以承接，因此我便毅然開始行動。

講了這麼多，我其實只是希望您能了解，我大老遠從紐約搬回來的目的就是改變台灣，所以這些年來我做決定沒什麼懸念，因為不需要考慮自己的利益，只需要考慮在這個時間點，我做這件事情，是不是最能貢獻台灣。

如此我們便可以回到正題，這次的「台灣大 + AppWorks」專案。

不久前，蔡明忠董事長約我談話，詢問我有沒有興趣接下台灣大總經理的職位，一開始我其實是無法答應的，首先我已經決定搬去印尼，再來我也不確定接這個位子，跟貢獻台灣的關係。回去想了兩整天後，我有了答案，我跟蔡董事長說，必須有四個先決條件：

第一，結合台灣大和 AppWorks，用 AppWorks 生態系去幫助台灣大轉型為科技企業，同時以台灣大為平台去加速 AppWorks 新創的成長，因此創造更多成功的企業，為台灣示範成熟企業如何與新創實際合作；

第二，由 AppWorks 帶路，推動台灣大 + AppWorks 走出台灣，成為一個大東南亞科技集團，為台灣企業的區域化寫下典範，同時也成為能加速 AppWorks 新創區域化的大平台；

第三，以建立一個市值 1,000 億美金 (US$ 100B) 的科技集團為目標，創造第一個由台灣出發、真正達到國際級的非代工企業；

第四，所有因為台灣大 + AppWorks 集團未來的價值成長，公司依規定希望給予我個人的獎勵，要能全數由集團捐為公益使用，且專注在推動台灣的教育改革與電影工業上。

我跟蔡董事長說，如果以這四個目標為前提，那就值得我花 10 到 15 年的生命去推動。這基本上是我的夢幻清單，如果這麼做的話，能為台灣創造的貢獻，比 AppWorks 繼續獨立營運還會巨大許多，想不到蔡董事長毫不猶豫的答應。也因此，我回頭與 AppWorks 的夥伴們溝通，得到大家的支持後，我們決定一起接受這個挑戰。所以開頭我說，我不是接下了台灣大總經理的職位，而是接下了整合台灣大與 AppWorks，放大出 10 倍成果的任務。

當然，這不是一件容易的工作，發展新的商業模式，我或許有 20 年的創業、工作經驗作為後盾，但對於管理電信事業，對於領導一個 7,000 人的大集團，我有太多需要學習的地方，所以，我請蔡董事長務必持續扮演我的 Partner，在這個過程中一起確保電信本業的營運，好讓我們有最大的空間與時間，去爭取新事業的發展，為所有「台灣大 + AppWorks」的 Stakeholders，爭取最佳的長期利益。

未來幾年，將是電信業轉型的關鍵時期，去年 499 之亂加速電信用戶 ARPU (平均每戶營收) 的下滑，消費者換機時間拉長導致手機營收停滯，接下來資本支出是 4G 近 4 倍的 5G 即將到來，更讓電信長達 20 年紅利時代難以延續，AI、IoT、Blockchain、Cloud 等巨型典範轉移接連的到來，進一步逼迫電信業者不能繼續防守。

另一方面，電信業已經建立的品牌、長期客戶關係、大量用戶數據，卻是極有價值，可以更全面應用的資產。透過台灣大 + AppWorks 的結合，目前已經產生 760 億年營收的 AppWorks 的 328 家新創，以及未來將持續培養的更多新興企業，都有機會透過與台灣大的合作加速成長，而台灣大也能因此取得新的營收引擎，創造雙贏的局面。

所以，在可預見的未來，AppWorks 的方向不會改變，我們將持續邀請優秀的創業者加入，透過 AppWorks 原有的能量，以及新增的台灣大平台幫助他們。AppWorks 基金的營運也不會改變，事實上，加入了台灣大的能量，我們有信心能為 LP 們創造更好的財務、策略報酬。我的角色，除了新增台灣大總經理以外，也沒有改變，將持續擔任 AppWorks 的董事長、合夥人，戮力確保台灣大 + AppWorks 的整合能順利成功、長長久久，創造多贏。唯一改變的，大概是我的工作時間將會增加，因此要犧牲與家人的相處，在此先跟偉大的老婆、兩個可愛的兒子道歉，感謝他們對這個決定的支持與諒解。

至於搬遷至雅加達、引導更多 AppWorks 新創進軍印尼的計畫，很遺憾必須暫緩，所幸 AppWorks 的新任合夥人 Jessica (劉侊縈)，已經承諾會扛起這個責任，相信在她的帶領下，AppWorks 的印尼計畫還是能夠大鳴大放、開花結果。

以上，就是針對此次台灣大 + AppWorks 的重大發展，向各位好友、媒體朋友的報告，懇求你們的支持。無論如何，我會持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮。

最後，預祝 您

新年快樂 諸凡順遂
助君張目 豬滿福保

Earlier today, Taiwan Mobile published an announcement communicating their intention to appoint me as the company’s general manager as of 4/1/2019. I’m sure this announcement may come as a surprise to many of my friends in the startup community, likely leaving you all with ample questions, concerns, and potentially even doubt. Let me take the opportunity to clarify the situation and explain the reasonings behind my decision for everyone.

Firstly, I must clarify that I am not merely taking over as GM of Taiwan Mobile, but taking on the bigger job of integrating Taiwan Mobile, a $12B market cap & $3.8B revenue company, and AppWorks, a $3.6B valuation & $2.5B revenue ecosystem, to amplify our impact by 10x.

But to adequately understand where we’re going, I think it’s important for everyone to know where we’ve come from. This begins with my story—for those of you that haven’t heard it before—which dates back to my time living in New York. It was around 2008 when I saw the launch of iPhone and Android, as well as the advent of Facebook, Twitter, etc, collectively catapulting social media into mainstream use. It was clear that software was increasingly taking over the world while the value of hardware was becoming more and more commoditized. This posed a dire existential threat to Taiwan, whose global economic contributions had been primarily driven by hardware and semiconductor manufacturing. This eventually prompted my resolve to move back to Taiwan and prevent our country from becoming a relic of the past.

This was by no means an easy decision. Not only did I have to give up my American dream, but my wife and child would have to completely uproot their lives, changing jobs and schools. It was a huge sacrifice on their end, so after moving back I dedicated myself to working hard every day to maximize my contribution to Taiwan and exert the greatest impact possible.

I have worn a lot of hats since, and it may seem that there is no correlation on the surface. But, there is indeed a common purpose behind them, which is to promote change in Taiwan. First of all, I have long written posts and columns in online communities such as my own blog, Facebook, and journals like “The Commonwealth Magazine,” while also giving speeches and interviews for a variety of outlets whenever possible. I see these activities as a way to share new knowledge, new ideas, and disseminate the nutrients needed for progress.

I set up AppWorks with my partners to systematically help young people start their own businesses and cultivate the next generation of business leaders that will steer Taiwan forward. That's why AppWorks started its semi-annual startup accelerator in 2010, and has been offering it for free ever since. With the addition of the latest batch AW#17, the AppWorks Ecosystem encompasses 328 active startups and 925 founders, having collectively generated US$ 2.5 billion in revenues and created 9,586 jobs—not an immaterial contribution to Taiwan’s economy needless to say. More importantly, we’ve created a tight-knit community where founders can form lifelong relationships, while seeking advice from both peers and mentors in good times and bad. I see that as a long-term value to society.

Once AppWorks took a firm foothold in Taiwan, we began targeting Southeast Asia in 2014 to invite outstanding ASEAN entrepreneurs to join us. We hope to promote Taiwan's regionalization through a network of international founders, and in turn, facilitate the development of SEA’s digital economy. We've made significant strides these past five years. AW#18 will kick off in March 2019, and consists of 33 teams, 19 of which hailing from countries across SEA and beyond. Spanning our entire ecosystem, AppWorks encompasses 160 companies currently operating in Southeast Asia, forming a truly regional network. Now, AppWorks founders from Taiwan, Hong Kong, and Singapore are expanding to Indonesia and Vietnam, and it is easy to find local AppWorks alumni to lead the way, greatly reducing the barriers for international expansion.

In addition to AppWorks Accelerator, we have been working hard to create more examples for a modern Taiwan. Taking venture capital as an example, we successfully raised US$ 11 million for Fund I in 2012 and US$ 50 million for Fund II in 2014. Under the efforts of the AppWorks team, the investment performance of the two funds is currently above the industry average, of which Fund II has achieved an annualized internal rate of return (IRR) of 29%. This is much higher than the top quartile of VCs in both Europe and the United States. By pursuing the same performance as international first-class funds, we hope to encourage Taiwanese LPs (short for venture capital investors) to be more confident in supporting local emerging GPs (short for venture capital management companies) and to promote the recovery and ultimate longevity of Taiwan's VC industry.

In 2016, we created AppWorks School with the aim of helping the younger generation pick up new skill sets, enhance their careers, and join the growing tech industry. The school offers four-month free programs and has now graduated 106 students, 85% of whom have secured jobs as software engineers, with a median starting salary of US$ 21,833. Although our scale is still tiny compared to larger institutes, we hope our efforts have inspired others to promote the modernization of Taiwan’s education system and equip young people with the necessary skills to thrive in the AI ​​era.

In addition, although AppWorks is still a small to medium-sized enterprise, it has received a lot of attention. Therefore, it often leads by example and demonstrates how to apply new thinkings to modern corporate management. In addition to internationally-competitive salaries, our colleagues enjoy flexible working hours and locations, unlimited vacation days, and several weeks off around Chinese New Year. AppWorks also recently launched an internal promotion track, promoting two of our very own staff to partners, Jessica Liu (30) and Andy Tsai (40). We hope that this move will also create a ripple effect across traditional Taiwanese industries, inspiring more local enterprises to put their faith in younger leaders.

Alongside the private sector, I am also actively involved in promoting Taiwan’s transformation through public sector activities. In 2016, I took over as chairman of TiEA (Taiwan Internet and E-Commerce Association) from Mr. Hung-Tze Jan (詹宏志). After taking office, I have worked hard to promote our industry and successfully convinced government cabinet members to create a separate category for e-commerce companies, which didn’t previously exist in Taiwan’s stock market. Since 2017, I have been the co-convenor of the Asia-Silicon Valley Development Agency Advisory Committee, advisor of DIGI+ Taiwan, and the country’s member in ABAC (APEC Business Advisory Council). Most recently in 2018, I was appointed by the President to represent Taiwan in the APEC Vision Group, where 21 member states come together to define APEC's vision for the next 20 years. Although these are all voluntary work, I have treated them as full-time jobs because they produce opportunities that can greatly influence Taiwan’s future.

Finally, last year I was prepared to uproot my family again and move to Jakarta. With a population of 260 million people, I observed that Indonesia was a rapidly emerging economy, producing many areas where Taiwan and Taiwanese companies can contribute. In the span of just five years, Indonesia went from a barren startup landscape to producing four local unicorns and attracting the presence of three international unicorns. Although the opportunities are abundant, Indonesia’s ecosystem was much different from Taiwan’s, creating immense cultural, regulatory, and competitive barriers for Taiwanese companies. I had thus planned on relocating to Jakarta in hopes of better leading AppWorks startups into Indonesia and shortening our distance from the world’s fourth most populous country and GSEA’s biggest economy. I would have had to sacrifice some of my roles and responsibilities in my Taiwan, but I put faith in my partners and co-workers to fill the void.

With all that said, I want you to understand that the underlying mission to change Taiwan has never faltered. With this mission in mind, I’ve never hesitated in making decisions over the years because I’ve never needed to consider my own interests—but only the things I can do at the moment to best contribute to Taiwan and generate the most impact. It’s what prompted my resolution to move back from New York, my intent to move to Jakarta, and now my decision to take on this new opportunity with “Taiwan Mobile + AppWorks.”

Not long ago, the Chairman of Taiwan Mobile Daniel Tsai reached out and asked if I was interested in taking over as General Manager of Taiwan Mobile. At first, I was unable to take his offer because I was getting ready to move to Indonesia and I didn’t know how this would contribute to making Taiwan better. After allowing myself a few days to contemplate, I found an answer. I told Chairman Tsai that I would take on the position, but only if I can pursue these 4 ambitions:

First, leverage the AppWorks ecosystem to help transform Taiwan Mobile into a true technology company. At the same time, leverage Taiwan Mobile as a platform to accelerate the growth of AppWorks startups, thereby creating a successful collaboration template for other Taiwan & SEA large corporations to work with startups.

Second, with AppWorks leading the way, establish Taiwan Mobile + AppWorks into a regional technology group across Greater Southeast Asia, in turn, inspiring other Taiwanese companies to explore Southeast Asia as well as becoming a platform for startups to go regional.

Third, build Taiwan Mobile + AppWorks group to a market cap of US$ 100 billion and create the first non-OEM company that originates from Taiwan and truly reaches a global scale.

Fourth, throughout the process, all the bonuses I am entitled to shall be donated by the group to public welfare, focusing specifically on promoting education reform and the film industry in Taiwan.

I told Chairman Tsai if these are the goals, it’s worth dedicating the next 10 - 15 years of my life to achieve. This is basically my dream list. If I do this, the contribution to Taiwan and the GSEA region as a whole from the combined entity will be much greater than the continued independent operation of AppWorks. Chairman Tsai agreed on these four goals and gave me his promise, but it was still not a decision that I could make on my own--after all building AppWorks into what is it today was not something I did alone. Therefore, I went back to communicate with the AppWorks partners and team, and with everyone's support, we decided to accept this challenge together.

Thus, at the beginning of the post, I said, that I am not only taking over the position of Taiwan Mobile’s GM, but undertaking the task of integrating Taiwan Mobile and AppWorks to amplify our impact by 10x. Of course, developing a completely new business model is not an easy job. I may have 20 years of entrepreneurship and work experience under my belt, but I still have much to learn when it comes to managing a massive telecoms operation with over 7,000 people, most of whom are much more familiar with the industry than me. Therefore, I asked Chairman Tsai to act as my partner through the process to ensure the continued operations of the telecoms unit. This will enable more time and space to develop new businesses, benefiting all “Taiwan Mobile + AppWorks” stakeholders in the long run.

The telecoms industry will likely undergo a crucial transformation in the next few years. Last year’s “NT$499 war” accelerated the decline of telecom subscribers’ ARPU (average revenue per household). Longer replacement periods for smartphones have led to the stagnation of mobile phone revenues and the rollout of 5G will cost four times the capex as 4G. These factors all threaten the industry’s ability to maintain the fluid growth it’s experienced for the past 20 years. Furthermore, the arrival of paradigm shifting technologies such as AI, IoT, Blockchain, and Cloud have put all telecom operators on the defensive.

On the other hand, the telecoms industry has established brands, long-term customer relationships, and a massive amount of user data—all valuable assets that can be better maximized. Through the combination of Taiwan Mobile + AppWorks and the 328 startups that AppWorks has cultivated, all emerging startups will be able to look to the combined platform as a strategic engine for cooperation and growth. This is will also enable Taiwan to develop new sources of value creation--a win-win for both sides.

Therefore, in the foreseeable future, AppWorks will not change direction. We will continue to invite outstanding entrepreneurs to join our accelerator, staying true to the original ethos of AppWorks, while leveraging the new Taiwan Mobile platform to help them. The operation of AppWorks Funds will not change. In fact, with the backing of Taiwan Mobile’s resources, we are confident that we can create better financial and strategic rewards for LPs. My role at AppWorks will not change. I will continue to serve as a partner of AppWorks. I will ensure that the integration of Taiwan Mobile + AppWorks will be a successful, long-lasting win-win situation for all stakeholders involved. The only change is probably that my working hours will increase, effectively cutting into my family time. So first, I must apologize to my great wife and two lovely sons, and thank them for their continued support and understanding of this decision.

As for the plan to move to Jakarta and guide more AppWorks startups to enter Indonesia, regrettably it must be suspended. Fortunately, Jessica Liu, AppWorks’ newest partner, has promised to take up this responsibility. I believe that under her leadership, AppWorks' Indonesia initiative will still be able to make a big splash and develop fruitfully.

Hopefully, this post has provided you with all the relevant details regarding the Taiwan Mobile + AppWorks announcement. To friends and media, I sincerely appreciate your continued support. At any rate, I will continue to work hard to contribute to Taiwan. I hope that the children of our generation will grow up and be proud of being Taiwanese.

Finally, I wish everyone all the best. Have a wonderful and prosperous pig year!

《十大重建消失的舖》
今次走勻全港十區同你介紹「十大重建而消失的商舖」。不是按規模大小，而是十大特別有意義的項目。 因為重建，有幾多間舖消失了? 香港人均零售樓面又有幾多呢? 對未來有什麼啟示?

Answer in video: 

全文: 
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東涌，青衣，將軍澳，馬鞍山，西九，啟德除咗都係新發展嘅地區同埋有個共通點，無舖賣。 舖同樓唔同。 樓會越來越多，但舖(我講緊街舖， 尤其是市區嗰啲 )則只會越嚟越少。 可以買賣的更加少。 點解? Now I tell you why! 

第10: 我後面原本係著名嘅灣仔喜帖街，即係利東街。 由於市建局2003啟動重建，利東街/麥加力歌街一帶佔地八萬九千平方呎， 2010年2月起利東街永遠封閉。 150間街舖從此消失， 變成咗我後面呢個囍滙商住混合項目嘅項目。 而家信置同埋合和揸住曬，咁仲有冇鋪賣，zero!  

第9: 經皇后大道東走向金鐘方向幾步，近PP3嘅保華大廈、安頓街、蘭杜街一帶嘅舊樓， 佔地一萬二千八百平方呎，太古於2017年底就以20.55億強拍買入，其中一間400呎嘅舖之前仲升咗2393倍，先以1.41億被收購。可惜呢度30間街舖亦將會消失。可能變成另一個PP4, 一個發展商揸住曬，無舖賣! 

第8:  最近好hit嘅topic， 梗係新世界喺北角英皇道嘅皇都戲院項目啦。 皇都戲院係1952年落成， 佔地三萬五千平方呎，當年為戲院、商場同埋住宅嘅大型綜合建築項目。 戲院係1997年結業， 而家部分改為桌球會。 新世界收下收下收下， 收到八九成業權啦，就係2018年10月正式向土地審裁處申請強拍。 之前我都逐一逐一報道過， 唔少舖都高於市值5至8成賣咗， 擺到明就係被收購。 強拍重建落實後，80間舖從此消失。 又係一個發展商揸住曬，唔賣! 

第7: 又係太古， 不過今次拍埋恒基。 喺太古王國旁邊，鰂魚涌呢道嘅濱海街16至94號連同英皇道983至987A號， 連埋瑞士樓呢一列嘅十多幢舊樓， 成條街長300米，佔地四萬四千呎， 2018年11月啱啱申請強拍， 估值26.6億。 重建後，太古梗係唔會賣啲鋪啦，40間舖從此又唔見晒。

第6: 返番中環半山卑利街/嘉咸街一帶， 由中環中心行上嚟些小， 佔地約五萬六千呎，而家工程進行得如火如荼。 市建局把地盤分成ABC三個，先後分別同信置(A)，長實(B)，永泰同資本策略(C)合作發展， 2007年啟動，預期2022年全部落成， 到時呢道有冇舖賣? 唔知，但係可能都係零。近100間舖可能又從此消失。

第5: 今次梗係要過下海啦， 因為大部分重建都喺九龍區。 淨係睇市建局啟動過嘅75個重建項目， 57個都係九龍。 新界(除咗荃灣嗰兩個楊屋道及萬景峯嘅項目以外)基本上係無重建嘅。 

先嚟旺角買返對波鞋先， 波鞋就越嚟越多 , 不過可以賣買嘅舖又少咗38間。 點解? 因為市建局2007年開始，就收咗波鞋街呢度一楂嘅舖， 佔地三萬六千平方呎，同新世界起成咗呢K28嘅商住項目， 同K11一樣，啲舖梗係唔賣啦， 大家又要行商場啦。

第4: 男士們，以前多唔多嚟尖沙咀金巴利道嘅香檳大廈呢? 我都係聽人講㗎咋， 呢度曾經係一樓一鳳，色情事業嘅聚集地。 佔地二萬六千呎，香檳大廈於1957年落成， 雖然只得八層高，曾經係半島酒店之後，當時九龍最高嘅建築物。 亦曾經係香港著名相機同攝影器材嘅集中地， 80年起開始沒落， 90年代多個單位被劏成為一樓一鳳， 曾經盛極一時叫做香港「性」地。 

由於樓齡過咗50年，近年不斷傳出財團收購嘅消息。 好似2018年1月時， 恆基就向霍英東家族買咗地下同LG層合共十個舖位，作價1.15億。 之後上個月(2018年10月)恒基再用多1.25億買入多十間舖，我之前都有報導過(第998-999成交)。 雖然依家應該仲未收齊八成業權門檻申請強拍， 相信收下收下距離收齊唔遠。 重建之後， 啲舖肯定好似對恒基自己對面美麗華廣場咁唔會再賣散，到時尖沙咀又無咗90間可以買賣嘅舖啦。

第3: 嫌香檳同波鞋個項目細? 整個大啲畀你睇睇。 我而家企咗喺土瓜灣， 庇利街/榮光街/啟明街/鴻福街/銀漢街一帶， 可能你呢世仔都未來過， 但再唔嚟, 呢度嘅大約二百間舖就好快冇晒啦。 呢度每間舖市建局收緊大約千二至千八萬。

土瓜灣真係好多重建，淨係呢幾條街，市區重建局就落實咗七個重建項目， 睇住我地圖框住呢七個， 合共佔地二十三萬九千平方呎。 預計呢七個項目喺未來十年相繼落成，到時有冇舖賣? 我唔知。我只知道肯定唔少變成商場， 大發展商自己揸住曬。 即使有商場內嘅細舖劏出來，大家記住千祈唔好貪平買。 地舖頂多輸一兩成，劏舖分分輸剩你一兩成。 

第2: 未來嘅消費，我相信唔止係南向北移，而且係東向西走。 因為港珠澳大橋，高鐵通車同埋西隧減價都係西邊，東邊反而只係本土消費多啲。 講重建消失嘅舖，梗係要講下九龍西啦。 

呢度係大角咀，好吖。 重建一流呀， 如果唔係市建局都唔會喺度落實咗十個重建項目。 未計已經落成嘅洋松街新鴻基形品▪星寓，必發街華人置業嘅 i-Home, 櫻桃街南豐嘅海桃灣， 埃華街信置嘅 Park Ivy， 其他仲起緊嘅六個地盤就係呢度，六個地盤合共佔地六萬四千平方呎，重建後又有約70間地舖將會唔見啦。 

呢楂舖唔夠多? 最勁嘅應該係恒基係大角咀道以西，近奧海城嗰邊嘅利得街、福澤街、 嘉善街、角祥街一帶嘅利奧坊重建項目，分為五期發展，合共約佔地超過11萬平方呎。 

未起前有大約80間地舖係利奧坊呢道，起好後? 又變成好似係我後面呢個商場咁啦，一個發展商揸住曬，無舖賣。 連同之前市建局起緊嗰六個地盤嘅七十間舖， 大角咀又將會對一百五十間舖講拜拜啦。

第1: 梗係要講我由細浦到大嘅觀塘裕民坊啦。 呢個係市建局同埋香港有史以來最大型嘅市區重建項目。 主地盤及月華街地盤合共佔地57萬平方呎， 係我上面講嗰九個地盤嘅總和， 牽涉超過1600個業權，三千個居民，同520間舖。 

呢個項目早於1998年已經由前土地發展公司公佈 ， 2007年市建局起正式啟動， 分五期落成， 當中會有住宅，office, shopping mall, 酒店, 政府辦公室，社區中心，公園， 交通交匯處等綜合設施 。預期2026年完工。 前後預期要搞近30年。頭三期係由信置同埋華人置業發展緊。 咁大個項目，起好之後肯定好似APM咁，又係冇舖賣。 嗰五百幾間舖從此又消失。

根據政府統計處及差餉物業估價署數字，香港依家大約有280萬個住宅單位。 零售方面，總面積有1.2億平方呎， 除以740萬個香港人，即每個香港人有16呎嘅零售空間。每年新落成就大約有120萬平方呎嘅新零售樓面。 但記住喎，呢啲絕大部分都係商場、樓上舖及銀座式商廈。 喺條街嘅地舖係無新供應之餘，仲不斷地減少緊。 我重複，係無新供應之餘，不斷地減少。

粗略估計香港大約有十萬間街舖， 由於收購重建，可以買賣嘅街舖不斷地減少緊，淨係上面嗰十大個案就已經冇咗千四間舖。 市建局只佔市區重建少數，我估計佢哋咁多年嚟就收咗大約二千間舖。私人發展商仲多，大約萬幾間啦。 

買鋪無非等收租，等加租，等升值，博重建。經濟理論101教我， 如果一樣商品只會減少，沒有新供應，而永遠有基本需求的話，唔怕買，長遠必升。 除非啲人開始識飛天，我就怕。因此我咁多年嚟都鐘情於街舖， 去證監會攞正牌成立埋香港首間商舖基金，2009年至今買賣接近一百間單舖， 算有些少成績。你.... 又會唔會想買呢? 

第10: 灣仔喜帖街(利東街) - 150舖
第9: 皇后大道東保華大廈、安頓街、蘭杜街 - 30舖
第8:  北角英皇道皇都戲院項目 - 80舖
第7: 鰂魚涌濱海街/英皇道瑞士樓 - 40舖
第6: 中環卑利街/嘉咸街 - 100舖
第5: 旺角波鞋街 - 38舖
第4: 尖沙咀金巴利道嘅香檳大廈 - 90舖
第3: 土瓜灣庇利/榮光/啟明/鴻福/銀漢街 - 200舖
第2: 大角咀市建局及恒基利奧坊 - 150舖
第1: 觀塘裕民坊及月華街 - 520舖

合共消失1398舖

當我們設定好連結檔案後，每次重新啟動目的文件，都會看到自動詢問是否自動更新連結的內容。當然我們大部份都是選擇要自動更新。