雖然這篇fundamentally中文鄉民發文沒有被收入到精華區：在fundamentally中文這個話題中，我們另外找到其它相關的精選爆讚文章
在 fundamentally中文產品中有2篇Facebook貼文，粉絲數超過8,093的網紅貓的成長美股異想世界，也在其Facebook貼文中提到， [科技業的護城河] 這篇是講矽谷投資人, 是如何在一堆的新秀中, 挑選可以投資的創新公司. 裡面有提到護城河.不過有些跟"尋找投資護城河"一書提的不太一樣. 我也認為, 研究個股, 尤其是科技相關類股, 除了要看它有沒有先行者優勢(first mover advantage), 也需要注意...
同時也有10000部Youtube影片，追蹤數超過2,910的網紅コバにゃんチャンネル，也在其Youtube影片中提到，...
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fundamentally中文 在 コバにゃんチャンネル Youtube 的最讚貼文
2021-10-01 13:19:08![post-title]()
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fundamentally中文 在 大象中醫 Youtube 的最讚貼文
2021-10-01 13:10:45![post-title]()
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fundamentally中文 在 大象中醫 Youtube 的最佳貼文
2021-10-01 13:09:56![post-title]()
fundamentally中文 在 貓的成長美股異想世界 Facebook 的最佳解答
[科技業的護城河]
這篇是講矽谷投資人, 是如何在一堆的新秀中, 挑選可以投資的創新公司.
裡面有提到護城河.不過有些跟"尋找投資護城河"一書提的不太一樣.
我也認為, 研究個股, 尤其是科技相關類股, 除了要看它有沒有先行者優勢(first mover advantage), 也需要注意公司有沒有自己的生態系統, 以及它在更大的生態圈/供應鏈中扮演了甚麼角色.
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(中文譯稿見此:https://36kr.com/p/5141901)
常見的護城河至少有以上六種：
技術。更好的基礎技術當然是一種護城河。在極端情況下，能夠為客戶帶來利益的新技術可以演化為一種行業標準，你也可以把它理解為一種壟斷，就像英特爾一樣。
生態系統。 YouTube 從內容生產者、分發渠道到內容的託管、保存，建立起了一整套生態系統。類似的，蘋果的 App Store 也有自己的生態。
網絡效應。社交網絡現在已經很好理解了。此外，如果某種按需服務具備了一定的流動性，並且與消費者建立了親密關係，或者是基本控制了需求或供應方其中一方，也可以算作網絡效應。
產品領導者。像 Salesforce，Workday 和 ServiceNow 這樣的雲服務提供商，搭建了一套完整的解決方案，而且創新速度夠快，產品功能完善，成為其細分行業的領導者，當然也算是一種護城河。
渠道。尤其是對於 to B 產品來說，能不能在一個企業內部流通，既是一個挑戰，也是一種優勢
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原文寫的比較仔細, 轉貼在下方: https://news.greylock.com/what-do-i-look-for-in-a-pitch-866355bddb3
We love to talk about “network effects” in Silicon Valley, but many believe that starts and end with the social, viral growth of Facebook. But network effects can build many kinds of moats that defend them against copycats and price erosion.
I don’t describe every kind of moat here (e.g., regulatory) and many great companies will have new types of moats — ones yet to be invented. No moat is absolute or permanent or I’d be out of a job! Still, having a thesis on your defensibility is essential, even at the Series A.
--Tech. We continue to believe in new and better fundamental technology as a moat — not so much patents or legal protection, but products that are hard to build well or take advantage of a fundamentally new approach. In extreme cases, a technology advantage that translates into a customer benefit can turn into a standard — an effective monopoly — as in the case of Intel. In most cases, even a great technology moat only gets you far enough to become a market leader, buying you the right to work closely with customers and enabling you to define the market.
--Ecosystem moats come in many flavors — from becoming the default hosting site for user-generated video content (YouTube), to the rapid, developer-driven free adoption of container technologies and growth of associated tooling (Docker), to the developers that now make >$20B a year through the Apple app store.
--Networks. Social networks are now pretty well-understood. Marketplaces and on-demand businesses reach a liquidity point (even a local one) and build mindshare with consumers that becomes hard to displace. Often, marketplaces have some advantaged acquisition strategy for at least one side (demand or supply) — they’ve built a community, offered a compelling new service, have organic or viral spread.
--Product leaders. In the enterprise, cloud pioneers like Salesforce, Workday and ServiceNow built complete, core workflow solutions with a new architecture. Their faster-innovating products, (at that time novel) SaaS consumption model, and dominant go-to-market machines have made them category leaders. Each is now expanding their initial moats to become platforms for other applications and workflows.
--Distribution represents a new generation of user-adopted SaaS products. End-user engagement within organizations is often a weak spot for enterprise software incumbents. Deploying software is a challenge for most organizations, and consumers who are using more software in their own lives expect better choice and usability. Simplicity and quality of design has become a moat, especially when coupled with product features that encourage adoption within an organization, or new layers of value for incremental users within an organization. Is it better for me if my team also uses a tool? What about my manager?
Capturing a unique dataset is also emerging as a moat in the age of AI-powered products. If your workflow product or MVP is useful on its own, and you can use it to collect unique data, you can then learn from that data to build a better and smarter product, improving the user experience — driving a new virtuous cycle.
fundamentally中文 在 林益如 Facebook 的精選貼文
台北時間昨天深夜，微軟宣布了他們的新CEO，印度出身的資深微軟人納達拉Satya Nadella。
微軟是全世界最成功的科技公司之一。不過科技巨人面對行動裝置時代，現在也陷入苦戰，在這樣的時刻，微軟啟用公司老將，46歲的印度移民納達拉。納達拉在印度讀完大學，才到美國威斯康辛以及芝加哥分別攻讀電機以及MBA。
我很喜歡他寫給微軟員工的公開信，他豪氣地說: 在我們這一行，我們不尊重傳統，我們只尊重創新。(Our industry does not respect tradition — it only respects innovation) 點出創新兩個字，就是微軟現在轉型的關鍵。
以下是公開信的片段，我節錄了幾段翻譯成中文，很適合開工的第一天閱讀。現實生活裡，不管是學校或是職場，我們總是能輕易找到抱怨的理由，但卻常常忘記當初懷抱的夢想、初衷。我們也常常忘記，保持求知若渴，因為學如逆水行舟，不進則退。納達拉給員工的一封信，希望也能給大家滿滿的元氣!!!! ┴內容如下:
我是誰?
Who am I?
我今年四十六歲，結婚22年，有三個孩子。就像其他人一樣，我今天的所作所為，都深受我的家庭以及人生經驗所影響。很多人也定義我是一個非常有好奇心、渴望學習的人。我總是買多過我能讀完的書，加入多過我能完成的線上學習課程。我非常相信，如果你不學習新知，就等於停止進行偉大而且有益的事物。所以我的家庭、好奇心、以及求知若渴的精神，造就了今天的我。
I am 46. I’ve been married for 22 years and we have 3 kids. And like anyone else, a lot of what I do and how I think has been shaped by my family and my overall life experiences. Many who know me say I am also defined by my curiosity and thirst for learning. I buy more books than I can finish. I sign up for more online courses than I can complete. I fundamentally believe that if you are not learning new things, you stop doing great and useful things. So family, curiosity and hunger for knowledge all define me.
Why am I here?
我為什麼在這裡呢?
我加入微軟，與其他員工的理由是一樣的: 用科技改變世界，讓人類得以利用科技從事更驚奇美好的事情。I am here for the same reason I think most people join Microsoft — to change the world through technology that empowers people to do amazing things.
最後，我真心相信，我們每一個人都要為自己的工作找到意義。甚麼是最棒的工作呢? 就是當你在做這份工作時，你知道你不只在做工作，而是在改變別人的生活.....
Finally, I truly believe that each of us must find meaning in our work. The best work happens when you know that it’s not just work, but something that will improve other people’s lives....
http://unwire.hk/…/02/04/satya-nadella-microsoft-…/top-news/