爸爸妈妈从来没有养过小狗，周末我们去花鸟市场，花了168元给勒勒买了一只小狗。勒勒给它取名叫大哗啦。勒勒非常兴奋，总是趴在地上和小狗玩。一天以后，家里全是小狗Pee的气味。妈妈无奈，送给有院子和养狗经验的吴姊妹抚养了。
主若愿意，我们就可以活着，也可以作这事，或作那事。(雅4:15)
If it is the Lord's will, we will live and do this or that.
星期日, 十二月 20, 2009
星期一, 四月 06, 2009
FW: 携程认识头脑风暴建议--大家还可以对记录做些修改或补充
红色部分是我认为我们现在可以做何应该做的。
From: 秦伶俐(tina)
Sent: Wednesday, April 01, 2009 11:01 AM
To: 蒋杰(kevin); 疏少勇(victor); 唐意强; 徐丽肖(lissy); 张彬(zhangb); 贡蓓(angela); 杨谐(karen); 王蔚湘(eva); 杨书林(alex); 赵勇(steven); 秦伶俐(tina)
Subject: 携程认识头脑风暴建议--大家还可以对记录做些修改或补充
携程认识头脑风暴
产品：
1. 由顾客定制产品[疏少勇(victor)] ：中华游要强调重视客户反馈，根据反馈反过来修改产品；同时重视外联参与产品建设--在和客人交往的过程也是创造产品的过程。让地接社和导游参与产品建设―因为导游和客人接触时间最长。坚持产品客服一组的安排？
2. 关注细节，从客户角度出发（世外桃源不能作为加点的认定）
3. 专业的产品队伍，固定人员。劣势：产品采购不容易变通[疏少勇(victor)] 按照区域相对固定，做一地专家
4. 对客户群定位，以客户为导向制作产品[疏少勇(victor)] 如何认识客户？建议客服参加客户接见工作，制定一个问卷。
5. 产品制作上也定期回访
6. 实地考察，比供应商更了解当地产品[疏少勇(victor)] 这是片面的说法，应该说，比供应商更了解适合我们客户群的产品。我们更应该去了解客户。
7. 质价相符：产品标准化流程[疏少勇(victor)] 商务市场可以考虑标准化。顾问式销售不能做。
8. 一地专家[疏少勇(victor)] 参考3
9. 加点项目公开
小结：找准目标群体，以目标群体的消费行为和习惯为导向，结合公司理念做产品开发。要求产品人员专业，细致，并制定从产品考察、开发、更新到客户体验一系列完善的流程。
供应商关系管理
10. 尊重客户
11. 摒弃传统旅游的繁文缛节
12. 公平公开对客户承诺，对待供应商公平
13. 三权分立的监督机制[疏少勇(victor)] 我们的采购、客服在一起，销售独立
14. 对供应商评估细致
15. 考察供应商内部管理和培训体制[疏少勇(victor)] 在供应商管理中的采购流程中，增加口头询问供应商内部的内部管理、培训机制、品质管理的咨询，初步判断是否使用。
16. 互联网调查供应商口碑
17. 在合作前对供应商详尽考核，合作后充分信任
18. 考察流程严格
19. 良好的评估体系，让供应商树立自我提升的发展意识
20. 对供应商评估不讲情面
21. 接待客户体现公司形象：专业、流程、标准化
22. 对内外部客户公平
23. 一地希望只用唯一供应商，给供应商更多信任、压力、利益和荣誉感[疏少勇(victor)] 不一定就好。
24. 三权分立：与供应商直接打交到的人，不直接参与评估，维护公平）
小结：有先进的客户关系理念，对供应商评估规范细致，了解供应商的运作体系，管理体系、培训机制及外界口碑，并建立严格的三权分立式的审核，监督体系；给予合作伙伴充分的信任，及双赢的机会；影响供应商价值观；
客服质量监督
25. 平等对待客人（坚持公司理念）
26. 对回头客，用更相信的态度
27. 新客户全部回访，老客户抽样回访[疏少勇(victor)] 提供了一个借鉴，有些回访可以抽样。
小结：树立公司的品牌理念（如质价相符）并始终坚持公司原则，对客户给予更多的信任及方便；
采购
28. 充分体现采购优势，直接采购
公司管理
29. 公司有明确的愿景，树立员工自豪感[疏少勇(victor)] 愿景和使命都有了，须要确立更便于记忆的目标―Steven正在整理中。
30. 不压制员工
31. 员工有广阔的发展空间
32. 好的企业文化
33. 内部沟通顺畅
34. 核心价值：企业文化，技术，员工待遇
35. 流程化、执行力强
36. 奖金机制：上对下沟通，无横向沟通[疏少勇(victor)] ？？？
37. 企业文化：有凝聚力
38. 计划性和目的性强
39. 重视绩效，发现员工，提升员工
40. 个人提升体系
41. 效率优先（接待客户简单）[疏少勇(victor)] 坚持让客户预约，并给予客户开始和封底时间，须要客户培训，提前让客户准备。
42. 用人大胆
43. 员工培训、心理辅导尚缺失
44. 工作级别清晰，也体现了有上升的空间
45. 人员招聘：岗位职能细分，以岗位需求为目的招聘。
46. 保密协定[疏少勇(victor)] 部分制定了
47. 相信自己独一无二
48. 不担心竞争对手，好的流程
小结：明确公司愿景，让上下员工有共同的奋斗目标，增强员工对未来的信心和自豪感；培育公司文化，树立核心价值观，增强企业凝聚力；做强做大公司，同时为员工增加更多的发展平台；完善人力资源管理；加强内部沟通，提高工作效率
公司决策
49. 目标市场定位明确
50. 利润最大化：建立分公司
51. 对竞争对手，战略上藐视，战术上重视。
52. 量力而为
53. 做事专注
公司资源
54. 系统强劲：所有过程可以回朔，电话录音
星期三, 三月 04, 2009
Unique Selling Proposition
Sales Mapping requires that you develop a Unique Selling Proposition or USP for each proposal. Your USP is a
headline and the purpose of the headline is to read the next
line. In this case, you want that invitation into the CEO's
office for the opportunity to review, in more detail, why
your solution is the best.
126 www.unleashingthepowerofconsultativeselling.com
| Unique selling proposition 的网络定义: | |
| | |
The problem is: (insert the specific problems)
This is causing you not to get: (insert the expected result)
What we will do is: (insert your tactic/solution)
Success will be measured by: (insert their criteria)
If American Airlines had developed a USP, it might have
looked like this back in 1979:
The problem is: The deregulation of airfares has created
extremely competitive ticket pricing. We are at risk of losing
a significant part of what is now our steady revenue stream
from our best customers, because they will start traveling
with other airlines.
This is causing you not to get: Keeping "Loyal" customers.
What we will do is: Change the way the game is played by
creating a program to reward our loyal customers with a
free trip, including a deal for a companion and a first class
upgrade.
Success will be measured by: The number of extra trips the
program will generate.
星期一, 二月 09, 2009
seo tools
- Google Keyword Tool
� https://adwords.google.com/select/KeywordToolExternal
- Google Insights for Search
� http://www.google.com/insights/search/#
- Firefox SEO 插件
� SearchStatus (http://www.quirk.biz/searchstatus/)
� Web Developer toolbar (http://chrispederick.com/work/web-developer/)
� User Agent Switcher (https://addons.mozilla.org/en-US/firefox/addon/59)
在神凡事都能。(太19:26)
With God all things are possible.
桂林小组教会的职能分工
一. 关怀部：（周）负责发现教会需要（如真理、灵性、生活、夫妻关系、儿童事工）并提供及时帮助，或通过教会培训部，活动策划部来统一帮助。
二. 活动策划部：（李）负责策划全年培训、培灵/节假日活动和庆祝活动，并负责招募同工和监督执行；应邀协助其他策划方案。
三. 拓展部：（莫）负责组织各种福音拓展活动及教会间的交流。
四. 财务部：（余）负责财务进出，财务报表和分析，培训财务管理知识。
五. 资源部：（何）负责各类资源（如圣经、福音册子、书籍、光碟、音像器材等）的开发、编辑、审阅、管理、保存、发送和定期汇报。
六. 培训部：（疏）根据教会的须要，负责组织各种资源给予培训（如：宣教、传福音、带小组、音乐事工…..）。
片区同工会职能：
1. 传递异象并通过督责（如民数计、建立小组、属灵伙伴）交流保证异象的实施。
2. 围绕异象和教会需要制定培训、培灵、查经学习和各类活动的计划并组织教会人力物力资源实施以上计划。
3. 信息、资源的共享和各小组的彼此链接和鼓励。
在神凡事都能。(太19:26)
With God all things are possible.
星期二, 二月 03, 2009
外联Go Beyond做市场工作，获得订单的奖励-全民营销
如果外联主动制作网页，获得的一个订单奖励20元或相当于20元的奖品，奖品最好是年底统一发放。如果某外联的网站年获得100个订单，则获得价值相当于2000元的产品。
因为：21=600*0.7*0.05（单个订单潜在毛利X成本控制率X产品+部分市场比例）
市场组全部比例是0.09， 其中技术0.03，站外营销0.02，产品客服0.02，网站建设0.02
在神凡事都能。(太19:26)
With God all things are possible.
星期二, 一月 20, 2009
Leadership Fundamentals
Leadership Fundamentals
By Professor
As the pressure on leaders increases, so does the need for understanding the roles and responsibilities that come with the job. Each top leadership position has different areas of responsibility, all of which must function together to keep the organization up-and-running.
Most high-level leaders will be aware of the five big tools of leadership: the mission, the structure, the processes, the culture, and the communications. And with effective leadership, what comes out the other end is the results: economic and social wealth. This is nothing new. The important thing to ensure is that all these areas are well-designed, well-managed and in synchrony. This is the role of the leader.
So what is the mission within a company? The mission is what a leader uses to get people involved in the project, whether the project will run for six months or six years.
But how do you devise the structure necessary to achieve the mission? An important point in our research is that, for a company to thrive, to beat its competitors, it must solve problems in its internal organization better than other companies can solve their internal challenges. Designing and managing a structure is therefore very much the work of the executives themselves and not that of external consultants.
Five basics of effective leadership
So what are the important capabilities, the key skills of leaders in business, if they are to develop this structure? There are five key areas:
Number one is the capacity for influence, of individuals and groups. While leaders certainly have to influence individuals towards higher performance, often they do so in teams. It is usually about mutual influence � one of the basics of teamwork. Can you get people who possibly do not like one another excited about working together? If not, work on this capability. People are looking to you to bring the team together, and you must be the source behind creating the excitement of team accomplishment.
Second, there is the issue of culture. How do you treat your people? Are they compensated in the right ways? Do
Third, you have to get your immediate team organized, and to manage its collaboration with other units in the overall company structure; get to know the organization inside and out; get involved and inside the minds of your colleagues in other functions and business areas. You need to understand the pressures and responsibilities under which people elsewhere in the firm are working, and pass on this understanding, and the need of such understanding, to your own team.
Fourth, is how to maintain quality, in processes and outcomes, in your areas of responsibility. This is, of course, a process challenge, often under direct supervision of your subordinates. But it is one over which you have to keep control. You are, after all, the person with the final responsibility.
Finally, the whole unit or enterprise must be in alignment and synchrony. This is where you need to implement effective information systems and communication processes.
Remember that leadership is about delivering results today and every day. You have achieved your position through hard work and, if anything, it gets harder as time goes by. You have a responsibility to the company, your teams and, perhaps most importantly, to your own ambitions. Deliver!
This delivery is not a static process, however. Always be on the lookout for ways to improve the quality of everything you touch; your communications, your teamwork, and the surrounding processes for which you are responsible.
Once you have mastered these five basics and you are truly on top of your game and delivering results, the fun part of the job is there to enjoy and exploit. This opens the way to the top levels of contribution to the firm. You have earned your position to contribute to strategic debates and the strategic decisions necessary for shaping your company's future.
Victor
282-2475
Leadership Fundamentals
Leadership Fundamentals
By Professor
As the pressure on leaders increases, so does the need for understanding the roles and responsibilities that come with the job. Each top leadership position has different areas of responsibility, all of which must function together to keep the organization up-and-running.
Most high-level leaders will be aware of the five big tools of leadership: the mission, the structure, the processes, the culture, and the communications. And with effective leadership, what comes out the other end is the results: economic and social wealth. This is nothing new. The important thing to ensure is that all these areas are well-designed, well-managed and in synchrony. This is the role of the leader.
So what is the mission within a company? The mission is what a leader uses to get people involved in the project, whether the project will run for six months or six years.
But how do you devise the structure necessary to achieve the mission? An important point in our research is that, for a company to thrive, to beat its competitors, it must solve problems in its internal organization better than other companies can solve their internal challenges. Designing and managing a structure is therefore very much the work of the executives themselves and not that of external consultants.
Five basics of effective leadership
So what are the important capabilities, the key skills of leaders in business, if they are to develop this structure? There are five key areas:
Number one is the capacity for influence, of individuals and groups. While leaders certainly have to influence individuals towards higher performance, often they do so in teams. It is usually about mutual influence � one of the basics of teamwork. Can you get people who possibly do not like one another excited about working together? If not, work on this capability. People are looking to you to bring the team together, and you must be the source behind creating the excitement of team accomplishment.
Second, there is the issue of culture. How do you treat your people? Are they compensated in the right ways? Do
Third, you have to get your immediate team organized, and to manage its collaboration with other units in the overall company structure; get to know the organization inside and out; get involved and inside the minds of your colleagues in other functions and business areas. You need to understand the pressures and responsibilities under which people elsewhere in the firm are working, and pass on this understanding, and the need of such understanding, to your own team.
Fourth, is how to maintain quality, in processes and outcomes, in your areas of responsibility. This is, of course, a process challenge, often under direct supervision of your subordinates. But it is one over which you have to keep control. You are, after all, the person with the final responsibility.
Finally, the whole unit or enterprise must be in alignment and synchrony. This is where you need to implement effective information systems and communication processes.
Remember that leadership is about delivering results today and every day. You have achieved your position through hard work and, if anything, it gets harder as time goes by. You have a responsibility to the company, your teams and, perhaps most importantly, to your own ambitions. Deliver!
This delivery is not a static process, however. Always be on the lookout for ways to improve the quality of everything you touch; your communications, your teamwork, and the surrounding processes for which you are responsible.
Once you have mastered these five basics and you are truly on top of your game and delivering results, the fun part of the job is there to enjoy and exploit. This opens the way to the top levels of contribution to the firm. You have earned your position to contribute to strategic debates and the strategic decisions necessary for shaping your company's future.
Victor
282-2475
星期三, 一月 14, 2009
Google’s Search Commands
Please use this list to collect all of Google's Search Commands!
site: domain List of all indexed pages for the specific domain
link: domain List of all pages indexed (for the specific domain)
allinanchor: keyword List of all urls that have the specific keyword in their anchor
cache: domain, keyword Shows list of cached pages of domain. If keyword is included, keyword is highlighted in cached pages
info: domain Shows information google has about the specific domain
allintitle: keyword Shows only pages with ALL the keyword in title
intitle: keyword Shows pages with one or more of the keywords in title
allinurl: keyword Shows urls that have All keywords in url
Inurl: keyword Shows urls with one or more of the keywords in url
allintext: keyword Shows pages with ALL the keywords in text
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