大約兩星期前
本人曾談及過Ken Lo的撈傳媒
隔了一星期
電腦雜誌可能將上次撈網主還未說完的說話釋放出來
還是其實是另一次的採訪．．．
天知曉

當然
今次的介紹集中在撈網主對Google AdSense的分享
及撈網主對另兩個Google工具Google AdWords 及Google Analytic的提及

撈網主於他的心得中提及過一個食網
如自己沒有估錯
那應該就是網站“香港網上食譜”
http://www.hkrecipes.com/

不論如何
其實大家還要留心撈網主另一個網誌
http://lomedia.mocasting.com/
那兒也有筆者與撈網主的一些“對話”

2007-10-17

 

原文 — lomedia — 2007-10-07 17:29:41

CrazyL說他不知道我的工作, 倒不如說是他不去了解吧, 網站編輯又不是新興工種,要做乜東東真係估都估到幾成了,
言歸正傳,瘋癲隨筆 - L's Words, 和栗子謬論 - Solitaire's Word
都是CrazyL的Blog,一個人要經營兩個頗是辛苦之外, 卻看不出有太大分別, 而且若非網絡常客,大概不會明白栗子和Solitaire的關係吧
內容方面, SW的相對充實, 有不少案例和網主的評語, 可惜外行人有多大興趣, 真是天知道了,至於LW, 即放在mocasting的一個網誌, 就比較閒話家常, 但亦正因如此,很多時都不明白他想表達甚麼, 真是看完就算,好難作出甚麼回應.
至於Adsense賺錢, 我當然不是最叻, 但至於也叫做有穩定收入, 這才是重點.

之前已說過Ken Lo有另一個網誌
就在貼上自己對他網頁的推介一丁點的時間
Ken Lo 就在他的另一個網址作出回應
甚至可以說是反擊

其實本人一直也知道
瘋癲隨筆沒有走一條很固定的方法去貼文
甚麼也是隨心隨意
這也是網誌隨筆兩字之由來
當然
如果有留心的話
也會知道本人有刻意貼一定法律常識出來與讀者分享
可惜
真的是時間所限
這條路就是走得慢一條
而且
該條路如果可以放在一個獨立的網站上
可能更方便讀者
但
就是沒有更多的時間去管理第三個網誌了

至於栗子謬論
根本原意就是方便自己及最多只是方便行內人的一個地方
要一般讀者也能夠完全明白
那是太困難的了
這也說明
為什麼中文案例
本人貼出的謬論仍是英文
用英文其實不是說自己的英文好．．．

最後
大家當然可以看看Ken Lo回應之全文
順便也可以看看Ken Lo另一個更新更慢的網誌

http://lomedia.mocasting.com/p/137626

 2007-10-08

之前已經向朋友說要過要將一些朋友的網誌貼出來
不過
可能他們不知道
我沒有說一定只報喜不報憂的
即是說
那些網誌的不好之處
我也可能會說出來的

剛剛一星期竟然看到的是某本地電腦雜誌推介的一個網誌
就是Ken Lo 的撈傳媒
http://kenlomedia.mysinablog.com/

Ken Lo 早些時候轉了工
甚麼網站的編輯經理云云
我自己就不知道那職業是甚麼

但Ken仍然有他的時間
一直喜歡留心金融市場
相信對香港的股票市場更是醉心
為什麼？
錢錢錢錢錢

有些時候
真是想知道他每天花多少時間在留心金融有關的新聞
這還包括他與他的朋友吹水股票市場的起起跌跌

不過
如果大家有留心一看看他的網誌的話
會發覺他的更新慢．．．
慢到要靠他的意見真是．．．
所以
如果打算相信某雜誌所說
他勤力寫財經Blog這說話．．．
我就不能同意了

但事實上
他寫的
他想的
是不簡單
只不過
要看到他更一手的意見
有些時候
他的網誌並不是最快的途徑

如果大家有看過那雜誌的報導
知道甚麼是Google Adsense的話
知道真的有人在Google Adsense有成功的話
應該要留心我下一次的介紹
因為Ken Lo在Google Adsense的成果真是遠遠比不上另一朋友

Ken另一個網誌的事情
後話．．．

2007-10-07

 

 

 

Anita Roddick, 64, died after suffering a major brain hemorrhage, her family said in a statement to the UK Press Association. Her husband, Gordon, and daughters, Sam and Justine, were all with her at St Richard's Hospital in Chichester, England.

Roddick had revealed in February that she contracted hepatitis C through a blood transfusion while giving birth to a daughter in 1971, according to The Associated Press.

Roddick and her husband stepped down as co-chairmen of the company in 2002, according to the AP. Still, she continued to contribute as a consultant.

The Body Shop chain became a massive success selling “green” cosmetics as customers were becoming environmentally aware.

Adrian Bellamy, chairman of Body Shop International, said in a written statement: “All of us in The Body Shop family are deeply shocked and saddened to hear the news of Anita's passing.

“Anita was not only our founder but she was also the heart and passion of The Body Shop and with her we achieved so much, whether on animal rights, human rights, Community Trade, or through the founding of organizations like Children on the Edge.

“It is no exaggeration to say that she changed the world of business with her campaigns for social and environmental responsibility.

“But for everyone who knew Anita, it was about much more than that: you couldn't help but be inspired by her love of life, her vision of the world and her passion for changing it.

“Anita leaves us with an enduring legacy which will long guide the affairs of The Body Shop. Our heartfelt condolences are with the Roddick family at this sad time.”

Roddick had said her business ethics were partly inspired by women's beauty rituals that she discovered while traveling in developing countries, and lessons that her mother passed on from life during the hard years of World War II. Watch CNN Boardroom interview with Roddick. 

Roddick's business opposed product testing on animals and tried to encourage development by purchasing materials from small communities in the Third World. According to AP reports, the Body Shop also invested in a wind farm in Wales as part of its campaign to support renewable energy, and it set up its own human rights award.

The Body Shop has grown into a global phenomenon with nearly 2,000 stores in 50 countries and remains independently run despite being owned by L'Oreal Group.

In recognition of Roddick's contribution to business and charity, Queen Elizabeth II made her a dame, the female equivalent of a knight, in 2003.

http://edition.cnn.com/2007/WORLD/europe/09/10/roddick.obit/index.html 

Although the San Francisco-based magazine's death notice wasn't delivered until Wednesday in a staff meeting, Business 2.0's troubles were widely known. The magazine's total advertising pages plunged 34 percent during the first six months of this year, according to statistics compiled by the Publishers Information Bureau.

Like many other print periodicals, Business 2.0 has been hurt by a shift of advertising to the Internet as consumers spend more of their time surfing the Web and less reading magazines and newspapers.

As Business 2.0's revenue shriveled, Time - part of Time Warner Inc. - had been seeking buyers for the magazine. Dissatisfied with the offers it received in recent weeks, Time decided pull the plug and transfer some of the 9-year-old magazine's top employees to the company's main business title, Fortune.

“We looked for the best scenario for Business 2.0 - one that would nurture the spirit of the brand's unique coverage and reporting,” said Time spokeswoman Danielle Perissi.

Business 2.0's final issue is scheduled to hit the newsstands this month.

Fortune offered jobs to Josh Quittner, Business 2.0's editor since 2002, and 10 other employees, Perissi said. The magazine's remaining 18 workers will lose their jobs, although Time is looking for positions for them at some of its other magazines.

Business 2.0 was among a cluster of specialty magazines that sprang up in San Francisco and nearby Silicon Valley during the 1990s to cover the high-tech boom that were fueled by advertising from brash Internet startups promising to change the world.

To get their ambitious messages out, dot-com entrepreneurs poured millions of dollars of venture capital into advertising while mature high-tech companies joined the mania by boosting their marketing budgets. Besides Business 2.0, the advertising blitz enriched the Industry Standard, Red Herring and Upside.

The tide turned in 2001 when the flow of venture capital dried up. The downturn wiped out the Industry Standard, Upside and Red Herring, which has since been revived under a new owner.

Business 2.0 appeared headed for the scrap heap in 2001, too, until Time bought it for a reported $68 million and folded its own high-tech magazine, eCompany Now, into Business 2.0.

Although it weathered the dot-com bust, Business 2.0 never again approached the advertising heights of the boom.

The magazine ended up with a paid readership of just more than 600,000, according to the latest figures from the Audit Bureau of Circulations. Some of those readers were loyal enough to form a Business 2.0 support group on the social network Facebook.com, but that show of affection wasn't enough to spare the magazine.

http://news.wired.com/dynamic/stories/M/MAGAZINE_CLOSURE?SITE=WIRE&SECTION=HOME&TEMPLATE=DEFAULT