Ernest Talks

Meet Pebble - Part 1

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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8xDd2hi7X4rXsEmDtgdu_j_gv0OxY0uWO4v9jPzQ-cjXg4XIrBP26DEQQJu7vqfvJ662drozQyuws8H1CBPCFKQnNG9G9d58rqdNaVGHnIykA8dXWyEBPOsbXIu3W2lBIO3ADvRsVovU/s1600/DSC01281.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8xDd2hi7X4rXsEmDtgdu_j_gv0OxY0uWO4v9jPzQ-cjXg4XIrBP26DEQQJu7vqfvJ662drozQyuws8H1CBPCFKQnNG9G9d58rqdNaVGHnIykA8dXWyEBPOsbXIu3W2lBIO3ADvRsVovU/s640/DSC01281.JPG" width="640" /></a></div>
 
來一張側面圖作為這篇開箱文的序曲吧，<a href="http://www.amazon.com/gp/product/B00AYDNRNA/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=B00AYDNRNA&linkCode=as2&tag=ernesttalk-20" target="_blank">Pebble</a> （應該、可能、也許）是個許多人伴隨著其他相關關鍵字（<a href="http://en.wikipedia.org/wiki/Crowdfunding" target="_blank">Crowdfunding</a>, <a href="http://www.kickstarter.com/" target="_blank">kickstarter</a>）而耳熟能詳的一項創新產品，但（應該、可能、也許）有些朋友還未聽聞，選這張側面圖，試著想從一個 *** 的角度來看 Pebble，這隻手錶，這個顯示螢幕，這個能夠透過藍芽無線通訊介面接收訊息顯示在螢幕上的手錶，藉由這個裝置，能否帶出其他生活、運動、健康、互動的更多可能性呢？ 
 
在這篇文章形成哲學之前，還是先來看幾眼開箱的過程，以及 Pebble 的產品包裝吧 :-) 
 
<a href="http://photo.ernestchiang.com/p468785422/e7ca5a43e"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s1/v55/p2091230270-3.jpg" width="580" /></a>
 
 
Let's meet pebble! :-) 外包裝的底部。 
 
簡單列出目前支援的行動作業系統 iOS 和 Android。從這些機型與 Android 作業系統版本號碼可以看出 Pebble 可以支援傳統的藍芽 (2.1 + EDR)，但我們在公司實驗室也有掃到有 Bluetooth Low Energy (BLE, LE) 的訊號。等 Android 4.3/4.4+ 之後有開放支援 LE 即可為電池能源消耗效率帶來相當大的助益。對於 EDR 與 LE 世代交替（應該說雙雙出擊搞得人仰馬翻）之際，先採用共模藍芽模組是個明智且明確之舉。 
 
<a href="http://photo.ernestchiang.com/p468785422/e708175ab"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s11/v30/p1887532459-3.jpg" width="580" /></a>
 
 
外箱正面。「it's time」。非常漂亮的雙關語。很適合我這種南極人 :p 
 
這次我排到的 preorder 價錢是 USD 150 含運費。台灣地區收貨，但可以看到貨是從新加坡寄出。剛收到貨物通知的前兩天，在新加坡郵遞的網站上使用 Tracking number 是查詢不到這批貨的，但是貨進到台灣之後可以在台灣郵局快遞網站上查到這批貨。在出貨與收貨的資訊通知上面，算是還滿讓消費者（我）放心的。 
 
 
<a href="http://photo.ernestchiang.com/p468785422/e7df8fc48"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s9/v97/p2113469512-3.jpg" width="580" /></a>
 
 
外箱側邊用來放了兩個作業系統的識別圖示。也因為這項產品有透過 Bluetooth EDR 通訊，因此想必也是有通過 MFi 審查，才得以使用盒上圖示。Bluetooth 圖示也代表著 Pebble 在藍芽協會是有登記在案的 EPL (End Product Listing)。 
 
<a href="http://photo.ernestchiang.com/p468785422/e74415e66"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s10/v98/p1950441062-3.jpg" width="580" /></a>
 
 
外箱的另一側，就是準備開箱的意思囉 :p 
 
<a href="http://photo.ernestchiang.com/p468785422/e73f1c931"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s1/v48/p1945225521-3.jpg" width="580" /></a>
 
 
開箱中！ 
 
<a href="http://photo.ernestchiang.com/p468785422/e7e871953"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s10/v104/p2122783059-3.jpg" width="580" /></a>
 
 
噹噹！Pebble 現身！ 
 
簡單的說明要去「go.getpebble.com」進行下一步。硬體只有 Pebble 產品本身以及一條 USB-to-custom 充電線。Pebble 與 <a href="http://talk.ernestchiang.com/2013/05/kindle-whitepaper.html" target="_blank">Amazon Kindle Paperwhite</a> 的包裝內置一樣走簡單風格。 
 
<a href="http://photo.ernestchiang.com/p468785422/e781df6b0"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s11/v29/p2015229616-3.jpg" width="580" /></a>
 
 
<a href="http://photo.ernestchiang.com/p468785422/e7f5052a8"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s10/v99/p2135970472-3.jpg" width="580" /></a>
 
 
手錶表面貼上一張黏膜保護錶面，作一些（工廠中運送堆疊時的）基本防護。 
 
<a href="http://photo.ernestchiang.com/p468785422/e706d9bac"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s1/v48/p1886231468-3.jpg" width="580" /></a>
 
 
翻過來看背面還滿訝異的，之前看比較早期的樣品時，質感有顯著的提升。標示了產品名稱 pebble、生產地點、序號（末四碼待會會在藍芽連線名稱中看到，用以區別近距離內的藍芽產品）、CE/FCC/IC 認證圖示與編號、基本防水。 
 
<a href="http://photo.ernestchiang.com/p468785422/e77a87780"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s1/v47/p2007529344-3.jpg" width="580" /></a>
 
 
<a href="http://photo.ernestchiang.com/p468785422/e74ed81bf"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s9/v17/p1961722303-3.jpg" width="580" /></a>
 
 
感覺內裝的白色固定材質與 <a href="http://talk.ernestchiang.com/2013/05/kindle-whitepaper.html" target="_blank">Amazon Kindle Paperwhite</a> 滿類似的材質或風格。 
 
<a href="http://photo.ernestchiang.com/p468785422/e77c14c68"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s1/v49/p2009156712-3.jpg" width="580" /></a>
 
 
這是 pebble 手錶的另一個側面照片，看起來工廠內的粉塵可能滿嚴重的。 
從這一側可以看到手錶的充電接頭以及方向性防呆孔洞（半弧形）。加上磁性設計，接上 USB-to-pebble 充電線不是一件困難的事。 
 
<a href="http://photo.ernestchiang.com/p468785422/e74870df0"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s4/v64/p1955007984-3.jpg" width="580" /></a>
 
 
正面錶面。撕掉保護膜之前。 
 
<a href="http://photo.ernestchiang.com/p468785422/e762f4217"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s10/v100/p1982808599-3.jpg" width="580" /></a>
 
 
正面錶面。撕掉保護膜之後，露出光滑明亮有質感的表面。電子紙搭配這樣的表面應該是會吸引不少人被勸敗 XDD 
 
<a href="http://photo.ernestchiang.com/p468785422/e76f42402"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s11/v35/p1995711490-3.jpg" width="580" /></a>
 
 
pebble 側面，與充電接頭合照。 
 
<a href="http://photo.ernestchiang.com/p468785422/e74ac7163"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s4/v63/p1957458275-3.jpg" width="580" /></a>
 
 
按下任何按鍵之後可以看到 pebble 手錶的初始畫面。但沒有採用像 <a href="http://talk.ernestchiang.com/2013/05/kindle-whitepaper.html" target="_blank">Amazon Kindle Paperwhite</a> 那樣直接用電子紙的特性顯示說明內容，不過還是很簡潔易懂。手錶的顯示面積比起 Kindle 都小很多，因此引導使用者透過手機或其他行動裝置造訪 go.getpebble.com 來取得資訊是滿合理的作法。（而且這個時候尚未與任何行動裝置完成藍芽配對，因此也無法直接從手錶這一頭通知附近的行動裝置直接前往 go.getpebble.com 取得資訊。也許未來 Bluetooth SIG 可以創造一個這種應用的 profile。） 
 
<a href="http://photo.ernestchiang.com/p468785422/e74bef5a4"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="435" src="http://photo.ernestchiang.com/img/s4/v68/p1958671780-3.jpg" width="580" /></a>
 
 
期待下一篇 <Meet Pebble - Part 2>，下一步就準備要來和手機玩藍芽配對連線囉 :-) 
 
<a href="http://photo.ernestchiang.com/p468785422/e71925627"><img alt="Ernest Chiang Photography: Pebble Watch &emdash; " height="450" src="http://photo.ernestchiang.com/img/s10/v107/p1905415719-3.jpg" width="253" /></a>

Meet Pebble - Part 1

來一張側面圖作為這篇開箱文的序曲吧， Pebble （應該、可能、也許）是個許多人伴隨著其他相關關鍵字（ Crowdfunding , kickstarter ）而耳熟能詳的一項創新產品，但（應該、可能、也許）有些朋友還未聽聞，選這張側面圖，試著想從一個 *** 的角度來...

AWS IAM 讀書會筆記 -- User Guide Doc Version 20130403

AWS IAM 讀書會筆記 -- User Guide Doc Version 20130403

AWS IAM -- Notes of 20130403 Doc Version from Ernest Chiang 分享 Sep/25/2013 我們一群 (預計)考照團組成的讀書會 <AWS 八人壯士團> 的筆記投影片。這天除了 AWS IA...

Chateau de Callac 1993, Graves, France

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機緣遇到這支 Chateau de Callac 1993，發現之前一直沒有仔細留意的地名「<a href="http://en.wikipedia.org/wiki/Graves" target="_blank">Graves</a>」。整個酒標與瓶身有著濃濃的波爾多氣息，但在享用之時卻怎麼都想不起來 Graves 在哪兒。整支酒感覺不到太厚重的波爾多，但有著淡淡的順口，當下推測可能是 Merlot，加上一些些的 Ca 
bernet Sauvignon。我的功力只到這邊，但至少學長和 Yannick 教的葡萄品種沒有忘記太多 :p 
 
品嘗過後總想長點知識，回家翻書、翻 Google Maps 之後還是很納悶，加上查了 Wikipedia -- <a href="http://en.wikipedia.org/wiki/Graves" target="_blank">Graves</a> 這才發現原來在波爾多市的東南方處。(34 = Graves) 
 
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Graves 時常被翻譯成「格拉夫」， 這一區常見的紅葡萄品種包括Merlot、Cabernet Sauvignon、Cabernet Franc；白葡萄品種包括Semillon、Sauvignon Blanc、Muscadelle。 感覺是個很不起眼的小區，但還是暗藏了有列級酒莊 Château Haut-Brion。 
 
查了 <a href="http://www.exoc-international.com/images/stories/pdf/ownedproperties/rdcallac" target="_blank">EXOC</a> (PDF) 2006 的 Chateau de Callac 是 60% Merlot, 25% Cabernet Sauvignon, 15% Cabernet Franc。猜測 1993 年份應該也相差不遠吧。 
 
歡迎參觀我多年前的<a href="http://blog.ernestchiang.com/2009/10/travel-in-bordeaux-2009.html" target="_blank">法國波爾多酒莊遊記</a> :)

Chateau de Callac 1993, Graves, France

機緣遇到這支 Chateau de Callac 1993，發現之前一直沒有仔細留意的地名「 Graves 」。整個酒標與瓶身有著濃濃的波爾多氣息，但在享用之時卻怎麼都想不起來 Graves 在哪兒。整支酒感覺不到太厚重的波爾多，但有著淡淡的順口，當下推...

筆記：The Four Steps to the Epiphany (前言/第一章)

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<a href="http://www.amazon.com/gp/product/0989200507/ref=as_li_tf_il?ie=UTF8&camp=1789&creative=9325&creativeASIN=0989200507&linkCode=as2&tag=ernesttalk-20"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-yiRBLWiKOT4CGy2qcszhOQJ0irUPkyEmppHsDDGzFQotrhDBPpAk97Wbgi6T7KLQB26e8Jreu82vL0rUdXpYFRcyX-6Ld9tsC9NaVZVdEZgb0l2zDJomh76ElZJP3KYBKWDC7L0tMeY/s320/book-the-four-steps-to-the-epiphany.jpg" width="237" /></a></div>
 
感謝強哥推薦這本書，我們即將開始一些<a href="https://bizlepro.hackpad.com/Reading-Notes-The-Four-Steps-to-the-Epiphany-BKFWdAZ7pGX" target="_blank">讀書分享</a>的聚會，因為我自己有訂一些閱讀進度目標（九月底前看完第一章）（第一章真的滿短的 XD），所以想說趁剛看完進度，記憶猶新，趕緊來整理讀書筆記。更多資訊，歡迎追蹤 <a href="https://bizlepro.hackpad.com/Reading-Notes-The-Four-Steps-to-the-Epiphany-BKFWdAZ7pGX" target="_blank">BizLePro 的讀書聚會</a>。 
 
這本書在 <a href="http://www.amazon.com/gp/product/0989200507/ref=as_li_tf_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0989200507&linkCode=as2&tag=ernesttalk-20">Amazon</a> 上面是排名前 10000 名的書籍。發表於 2005 年，最近 2013 年七月再版。更多資訊可以在 Amazon - <a href="http://www.amazon.com/gp/product/0989200507/ref=as_li_tf_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0989200507&linkCode=as2&tag=ernesttalk-20">The Four Steps to the Epiphany</a><img alt="" border="0" height="1" src="http://ir-na.amazon-adsystem.com/e/ir?t=ernesttalk-20&l=as2&o=1&a=0989200507" style="border: none !important; margin: 0px !important;" width="1" />
 找到。這本書後來也影響了 <<a href="http://www.amazon.com/gp/product/B004J4XGN6/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=B004J4XGN6&linkCode=as2&tag=ernesttalk-20" target="_blank">The Lean Startup</a>> 以及後來的 <<a href="http://www.amazon.com/gp/product/B006UKFFE0/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=B006UKFFE0&linkCode=as2&tag=ernesttalk-20" target="_blank">Running Lean</a>> 這兩本書的發表。 
 
閱讀這本書從前言開始就很令我興奮， 
<ul>
<li>一來書中所題很多舉例和歸納都與這幾年的經歷互可對照，這幾年在腦中想的概念被作者的文字和圖表一點，一整個就通了，這種感覺非常像是幾年前腦袋塞了整個圖書館各種領域的資訊而透過 PMP 老師的一些大架構案例疏通腦袋一般、</li>
<li>二來作者舉例的方式非常著重具體事例的搭配，不會流於文字行書傳教，而是透過實際案例（可以從案例關鍵字中再另外自行搜尋查證擴充學習）來作說明，對於工程出身的我非常有說服力。</li>
</ul>
以下是筆記的部份，筆記會節錄一些我在書上畫的重點，加上一些我自己想到的想法。更多想法預計會在 BizLePro 小聚或讀書會上跟大家分享 :-) 筆記會加上英文版書籍中的頁碼，方便未來自己搜尋。 
 
前言「The Hero's Journey」 
<ul>
<li>(page iv) big company managers versus entrepreneurs, founders versus professional managers, engineering versus marketing, marketing versus sales, missed schedule issues, sales missing the plan, running out of money, raising new money.</li>
<li>(page iv) startups that survive the first few tough years do not follow the traditional product-centric launch model espoused by product managers or the venture capital community. Through trial and error, hiring and firing, successful startups all invent a parallel process to Product Development. In particular, the winners invent and live by a process of customer learning and discovery. I call this process "Customer Development," a sibling to "Product Development," and each and every startup that succeeds recapitulates it, knowingly or not.</li>
</ul>
 
簡介「Winners and Losers」 
<ul>
<li>(page viii) The difference between the winners and losers is simple. Products developed with senior management out in front of customers early and often - win. Products handed off to a sales and marketing organization that has only been tangentially involved in the new Product Development process lose. It's that simple.</li>
<li>I thought its audience would be small and its applicability would be narrow. I first believed that my readers would be startup entrepreneurs.</li>
</ul>
 
第一章「The Path to Disaster: The Product Development Model」 
<ul>
<li>開頭第一章先講：第一次把產品作爛就上手。從產品開發模型說起。</li>
<li>先舉了個例子「Webvan」作為範例，稍候的產品開發模型各個步驟都會以這個案例作解說。Webvan 在當年網路剛要開始累積泡沫的很早期，就擘畫出很遠大的願景，並且募得許多資金。（還沒賣出東西）</li>
<li>(page 1) Webvan stood out as one of the most electrifying new startups, with an idea that would potentially touch every household.</li>
<li>(page 1) What's more, most of their initial customers actually liked their service. Barely 24 months after the initial public offering, Webvan was bankrupt and out ofbusiness. What happened?</li>
<li>(page 1) Its failure to ask "Where Are the Customers?" illuminates how a tried-and-true model can lead even the best-funded, best-managed startup to disaster.</li>
<li>(page 2)  The Product Development Diagram</li>
<ul>
<li>這個模型我在閱讀時第一個想法是喔我知道啊，但作者先對這個模型做出說明，然後後面舉出十個點來挑戰這個模型對於新創公司、開發產品（或說把產品賣出去）所造成的困難。 </li>
<li>1. Concept/Seed</li>
<li>2. Product Development</li>
<li>3. Alpha/Beta Test</li>
<li>4. Launch/1st Ship</li>
</ul>
<li>(page 2) 1. Concept/Seed</li>
<li>(page 3) 2. Product Development</li>
<ul>
<li>prepare a Marketing Requirements Document (MRD) for Engineering. </li>
<li>我也在藍芽協會的工作組中看到 MRD 這個文件名稱。很認同，對於產品開發、工程開發來說，先盡可能定義市場的各種需求資訊，帶領接下來的開發人員試著去理解市場想要什麼的產品可以長得什麼模樣。 </li>
</ul>
<li>(page 4) 3. Alpha/Beta Test</li>
<li>(page 4) 4. Product Launch and 1st Customer Ship</li>
<li>(page 5) 那所以這樣的模型出了什麼問題？</li>
<ul>
<li>The first hint lies in its name; this is a Product Development model. Not a marketing model, not a sales hiring model, not a customer acquisition model, not even a financing model. Yet startup companies have traditionally used a Product Development model to manage and pace all these non-engineering activities. </li>
<li>嗯哈，這個模型的名稱就說明了一切。這是個「產品開發」模型，不是一個行銷模型、不是一個產品銷售模型、不是一個客戶獲取模型、更不是一個財務模型。然後我們新創公司現在試著使用這個產品開發模型來管理所有這些非工程的事務？</li>
<li>作者對這個模型提出了十個問題點，並在稍候提出解決方案。</li>
</ul>
<li>(page 5) 1. 客戶在哪裡？</li>
<ul>
<li>The greatest risk—and hence the greatest cause of failure—in startups is not in the development of the new product but in the development of customers and markets.</li>
</ul>
<li>(page 5) 2. 太過於關注首次客戶出貨時程</li>
<ul>
<li>"first customer ship" is only the date when Product Development thinks they are "finished" building the product. The first customer ship date does not mean the company understands its customers or how to market or sell to them. </li>
</ul>
<li>(page 6) 3. 強調「執行」，但不重視「學習」和「探索」</li>
<ul>
<li>Before we can sell a product, we have to ask and answer some very basic questions: What are the problems our product solves? Do customers perceive these problems as important or "must have?" If we're selling to businesses, who in a company has a problem our product could solve? If we are selling to consumers how do we reach them? How big is this problem? Who do we make the first sales call on? Who else has to approve the purchase? How many customers do we need to be profitable? What's the average order size?</li>
<li>For startups in a new market, these are not merely execution activities; they are learning and discovery activities critical to the company's success or failure.</li>
</ul>
<li>(page 7) 4. 缺少有意義的銷售、行銷、商業發展里程碑</li>
<ul>
<li>Simply put, a startup should focus on reaching a deep understanding of customers and their problems, discovering a repeatable road map of how they buy, and building a financial model that results in profitability.</li>
<li>The appropriate milestones measuring a startup's progress answers these questions: How well do we understand what problems customers have? How much will they pay to solve those problems? Do our product features solve these problems? Do we understand our customers' business? Do we understand the hierarchy of customer needs? Have we found visionary customers, ones who will buy our product early? Is our product a must-have for these customers? Do we understand the sales road map well enough to consistently sell the product? Do we understand what we need to be profitable? Are the sales and business plans realistic, scalable, and achievable? What do we do if our model turns out to be wrong?</li>
</ul>
<li>(page 8) 5. 使用產品開發模型應用在業務上</li>
<ul>
<li>"Build and they will come,"is not a strategy, it's a prayer.</li>
</ul>
<li>(page 9) 6. 使用產品開發模型應用在行銷上</li>
<li>(page 10) 7. 草率地擴張</li>
<li>(page 10) 8. 死亡螺旋：錯誤推出產品的代價</li>
<li>(page 12) 9. 不是所有新創組織、新創公司是相同的</li>
<ul>
<li>從市場與產品來看，作者粗分了以下四種基本的分類：</li>
<li>they are not all alike. One of the radical insights guiding this book is that startups fall into one of four basic categories:</li>
<ul>
<li>Bringing a new product into an existing market</li>
<li>Bringing a new product into a new market</li>
<li>Bringing a new product into an existing market and trying to resegment that market as a low-cost entrant</li>
<li>Bringing a new product into an existing market and trying to resegment that market as a niche entrant </li>
</ul>
</ul>
<li>(page 12) 10. 不真實的期待</li>
<li>所以除了產品開發模型之外，有別的替代方案嗎？</li>
<li>(page 13) 科技導入生命週期曲線 </li>
<ul>
<li>(page 14) 圖 1.4</li>
</ul>
<li>(page 15) 客戶開發模型：Common Sense Meets the Product Development Model</li>
<ul>
<li>(page 16) 對照 Webvan 公司的另一個範例公司是「Tesco」，Tesco 走的路和 Webvan 不同，不是一開始拿到很多的資金來啟動線上交易的機制，但藉由訂單實際</li>
<li>從第二章開始作者開始介紹客戶開發模型。</li>
<li>很慶幸的是，作者不是反對「產品開發模型」然後希望大家來支持他提出的「客戶開發模型」。作者讓我覺得是在提醒讀者多從不同的角度去同時思考每個面向的考量與作法。基於他的公平處理，讓我增加了想繼續閱讀這本書的想法 ...</li>
</ul>
</ul>
 期待繼續分享第二章的筆記和想法 :-) 
 
 
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筆記：The Four Steps to the Epiphany (前言/第一章)

感謝強哥推薦這本書，我們即將開始一些讀書分享的聚會，因為我自己有訂一些閱讀進度目標（九月底前看完第一章）（第一章真的滿短的 XD），所以想說趁剛看完進度，記憶猶新，趕緊來整理讀書筆記。更多資訊，歡迎追蹤 BizLePro 的讀書聚會。這本書在 Amazon 上...