2010年非正式总结

2010年,大喜和大悲的一年。
1、前三个季度忙死,后一个季度闲死–但我的目标和野心没闲着。
2、感谢陈忾,接触了PMBOK,明白了一个游戏制作人该干什么不该干什么以及一个中层的责任与义务。
3、由一个非游戏玩家晋升为蝗虫玩家。
4、 (自以为) HTML + CSS 高级,PHP中级,Linux由大白菜变为小白菜,依然坚守Windows XP。
5、09年写到:“我对Google更加的依赖了”,10年比09年更依赖了。
6、看了各大电子书下载站排名TOP10 的穿越小说;开始研究西方奇幻文学。
7、结束封笔,重新开始写诗。
8、换了一部车:凯美瑞(混合动力)。
9、成功将老爸培育成苹果的大粉丝,成功使自己不再是苹果的大粉丝;成功使老爸爱上Facebook,成功使自己不再依赖Facebook。
10、结束了该结束的;开始了该开始的。
感谢所有的人。

在WordPress中让注册用户更方便的阅读受密码保护的日志

WordPress不能设置游客与注册用户在阅读受密码保护的日志或页面时的权限。对于已经登陆的注册用户来说,要阅读受密码保护的日志或页面仍需输入作者所要求的密码,很是烦人。
即使是作者本人也是如此。因此,对于像“项目管理日志”这样的每篇日志都设置了阅读密码的博主来讲,自己阅读自己的日志都非常麻烦。
为了解决这个问题,搜索试用了一堆插件,不是不能达到目的,就是功能太过复杂。遂,自己动手,改了下Wordpress,完成自己的需求 — 爽!

需求:
已经登陆的用户,无需输入密码就可以访问被密码保护的日志或页面。

实现思路:
在某处添加检查当前访问用户是否是登陆用户。“是”则直接显示日志或页面内容;“否”则显示密码输入框。

前提条件:
所用的博客皮肤,使用the_content()这个函数来实现日志或页面显示的。 — 大部分的皮肤都是用的这个函数。

实现方法一 — 修改Wordpress代码文件:
修改Wordpress的wp-includes/post-template.php 文件:在文件中搜索get_the_content函数,找到这一段:

if ( post_password_required($post) ) {
$output = get_the_password_form();
return $output;
}

为其添加是否登陆用户的权限校验即可。修改代码如下:

if ( !is_user_logged_in() && post_password_required($post) ) {
$output = get_the_password_form();
return $output;
}

优点:方便。
缺点:wordpress升级可能会更新此文件,如果文件被更新则需重新修改。

实现方法二 — 修改皮肤代码文件:
将the_content()和get_the_content()函数重写下,在皮肤文件里调用新的函数。
在皮肤的functions.php里添加如下重写后的代码:

<?php
/**
* Display the post content.
*
* @since 0.71
*
* @param string $more_link_text Optional. Content for when there is more text.
* @param string $stripteaser Optional. Teaser content before the more text.
*/
function the_content2($more_link_text = null, $stripteaser = 0) {
$content = get_the_content2($more_link_text, $stripteaser);
$content = apply_filters(‘the_content’, $content);
$content = str_replace(‘]]>’, ‘]]&gt;’, $content);
echo $content;
}

/**
* Retrieve the post content.
*
* @since 0.71
*
* @param string $more_link_text Optional. Content for when there is more text.
* @param string $stripteaser Optional. Teaser content before the more text.
* @return string
*/
function get_the_content2($more_link_text = null, $stripteaser = 0) {
global $id, $post, $more, $page, $pages, $multipage, $preview;

if ( null === $more_link_text )
$more_link_text = __( ‘(more…)’ );

$output = ”;
$hasTeaser = false;

// If post password required and it doesn’t match the cookie.
if ( !is_user_logged_in() && post_password_required($post) ) {
$output = get_the_password_form();
return $output;
}

if ( $page > count($pages) ) // if the requested page doesn’t exist
$page = count($pages); // give them the highest numbered page that DOES exist

$content = $pages[$page-1];
if ( preg_match(‘/<!–more(.*?)?–>/’, $content, $matches) ) {
$content = explode($matches[0], $content, 2);
if ( !empty($matches[1]) && !empty($more_link_text) )
$more_link_text = strip_tags(wp_kses_no_null(trim($matches[1])));

$hasTeaser = true;
} else {
$content = array($content);
}
if ( (false !== strpos($post->post_content, ‘<!–noteaser–>’) && ((!$multipage) || ($page==1))) )
$stripteaser = 1;
$teaser = $content[0];
if ( ($more) && ($stripteaser) && ($hasTeaser) )
$teaser = ”;
$output .= $teaser;
if ( count($content) > 1 ) {
if ( $more ) {
$output .= ‘<span id=”more-‘ . $id . ‘”></span>’ . $content[1];
} else {
if ( ! empty($more_link_text) )
$output .= apply_filters( ‘the_content_more_link’, ‘ <a href=”‘ . get_permalink() . “#more-$id\” class=\”more-link\”>$more_link_text</a>”, $more_link_text );
$output = force_balance_tags($output);
}

}
if ( $preview ) // preview fix for javascript bug with foreign languages
$output =    preg_replace_callback(‘/\%u([0-9A-F]{4})/’, create_function(‘$match’, ‘return “&#” . base_convert($match[1], 16, 10) . “;”;’), $output);

return $output;
}
?>

然后将所有皮肤文件中的the_content()函数修改为the_content2()函数即可。
优点:解决Wordpress升级就要改一次代码的问题。
缺点:需要细心一些,把皮肤文件中所有的the_content改完;如果换肤的话,需要重做一次。

决定搬家

看了下Hostmonster的服务器4月到期,因为这个域名的“不安全”性,因此决定停止更新本域名下的所有博客。并将绿萝花房在近期搬迁到shakayu.com。

预计在4月前完成服务器上数据的迁移。

腾讯的路演视频

很赞的腾讯在美国路演的全英文视频:

尤其是片头和片尾的英语部分,很适合搞运营的学习!

转载-word wrap 解惑 — CSS爱好者入

赞此文,大有用处:http://ued.taobao.com/blog/2010/10/14/research-of-word-wrap/

一问一答

中国新闻周刊:与谷歌、苹果、微软等这些具有国际影响力的公司相比,国内(手机行业)的技术创新,尤其在核心技术的掌握及潮流引领方面尚显欠缺,造成此种距离的原因有哪些?
阚凯力造成我国技术创新落后的主要原因还在是在于体制的限制。例如,为了保护国有电信运营商的利益,我国至今还禁止网络电话的使用,这在全世界都已经绝无仅有了。同时,手机的核心任务是随时随地传递大量信息,但很多信息被认为“敏感”而限制其传播。因此,既然我国在“普世价值”方面严重地落后于世界,在技术潮流方面也就不可能领先。

转载:强悍的翻译

从这里看到的

英文原文:

My enemies are many, my equals are none. In the shade of olive trees, they said Italy could never be conquered. In the land of pharoahs and kings, they said Egypt could never be humbled. In the realm of forest and snow, they said Russia could never be tamed. Now they say nothing. They fear me, like a force of nature, a dealer in thunder and death. I say I am Napoleon, I am emperor… Burn it!

霸气十足,好一个拿破仑!

普通翻译版

我树敌无数,却从未逢对手。在橄榄树荫下,他们说意大利永远不会被征服。在法老和国王的土地上,他们说埃及永远不会臣服。在森林与暴雪的国度,他们说俄国永远不会被征服。现在他们已无话可说。他们畏惧我,如同畏惧带来雷霆和死亡的自然力量。我就是拿破仑,我就是皇帝……. 烧掉它!

中规中矩,忠实原文。
文言文版

朕之仇寇多矣,然敌手则未之有也。大秦、大食、罗刹,皆自诩不可胜之,而今寂然。彼畏朕,犹若畏天。朕,天之子也…… 焚!

整段译文,朗朗上口。非常精简,然意境不失。“寂然”二字,深得古典史籍之精粹。
武侠版

仇人。
曾经我有很多仇人。
摘叶手,不死法王,绿眼人熊,这些人平生未尝败绩。但现在,他们都死了。
而我活着,活得很好,很快活。
我即江湖,江湖即我。
烧吧。

古龙看了一定会很欣慰。
长沙话版

老子出手就冇得输。意爹叫脑壳,埃及板硬。俄国也咻人,恒之都是屁弹琴。于至今皆送我赫倒,只扮得矮的。我是仑爹我怕哪个 —— 烧!

虽有恶搞成分,但能翻出这等意境,林语堂也得感慨了。

Google的10条价值观

1. Focus on the user and all else will follow.
2. It’s best to do one thing really, really well.
3. Fast is better than slow.
4. Democracy on the web works.
5. You don’t need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There’s always more information out there.
8. The need for information crosses all borders.
9. You can be serious without a suit.
10. Great just isn’t good enough.

下面分别附上英文原版和中文翻译:

英文原版:

Ten things we know to be true

“The perfect search engine,” says co-founder Larry Page, “would understand exactly what you mean and give back exactly what you want.” When Google began, you would have been pleasantly surprised to enter a search query and immediately find the right answer. Google became successful precisely because we were better and faster at finding the right answer than other search engines at the time.

But technology has come a long way since then, and the face of the web has changed. Recognizing that search is a problem that will never be solved, we continue to push the limits of existing technology to provide a fast, accurate and easy-to-use service that anyone seeking information can access, whether they’re at a desk in Boston or on a phone in Bangkok. We’ve also taken the lessons we’ve learned from search to tackle even more challenges.

As we keep looking towards the future, these core principles guide our actions.

1. Focus on the user and all else will follow.

Since the beginning, we’ve focused on providing the best user experience possible. Whether we’re designing a new Internet browser or a new tweak to the look of the homepage, we take great care to ensure that they will ultimately serve you, rather than our own internal goal or bottom line. Our homepage interface is clear and simple, and pages load instantly. Placement in search results is never sold to anyone, and advertising is not only clearly marked as such, it offers relevant content and is not distracting. And when we build new tools and applications, we believe they should work so well you don’t have to consider how they might have been designed differently.

2. It’s best to do one thing really, really well.

We do search. With one of the world’s largest research groups focused exclusively on solving search problems, we know what we do well, and how we could do it better. Through continued iteration on difficult problems, we’ve been able to solve complex issues and provide continuous improvements to a service that already makes finding information a fast and seamless experience for millions of people. Our dedication to improving search helps us apply what we’ve learned to new products, like Gmail and Google Maps. Our hope is to bring the power of search to previously unexplored areas, and to help people access and use even more of the ever-expanding information in their lives.

3. Fast is better than slow.

We know your time is valuable, so when you’re seeking an answer on the web you want it right away – and we aim to please. We may be the only people in the world who can say our goal is to have people leave our homepage as quickly as possible. By shaving excess bits and bytes from our pages and increasing the efficiency of our serving environment, we’ve broken our own speed records many times over, so that the average response time on a search result is a fraction of a second. We keep speed in mind with each new product we release, whether it’s a mobile application or Google Chrome, a browser designed to be fast enough for the modern web. And we continue to work on making it all go even faster.

4. Democracy on the web works.

Google search works because it relies on the millions of individuals posting links on websites to help determine which other sites offer content of value. We assess the importance of every web page using more than 200 signals and a variety of techniques, including our patented PageRank? algorithm, which analyzes which sites have been “voted” to be the best sources of information by other pages across the web. As the web gets bigger, this approach actually improves, as each new site is another point of information and another vote to be counted. In the same vein, we are active in open source software development, where innovation takes place through the collective effort of many programmers.

5. You don’t need to be at your desk to need an answer.

The world is increasingly mobile: people want access to information wherever they are, whenever they need it. We’re pioneering new technologies and offering new solutions for mobile services that help people all over the globe to do any number of tasks on their phone, from checking email and calendar events to watching videos, not to mention the several different ways to access Google search on a phone. In addition, we’re hoping to fuel greater innovation for mobile users everywhere with Android, a free, open source mobile platform. Android brings the openness that shaped the Internet to the mobile world. Not only does Android benefit consumers, who have more choice and innovative new mobile experiences, but it opens up revenue opportunities for carriers, manufacturers and developers.

6. You can make money without doing evil.

Google is a business. The revenue we generate is derived from offering search technology to companies and from the sale of advertising displayed on our site and on other sites across the web. Hundreds of thousands of advertisers worldwide use AdWords to promote their products; hundreds of thousands of publishers take advantage of our AdSense program to deliver ads relevant to their site content. To ensure that we’re ultimately serving all our users (whether they are advertisers or not), we have a set of guiding principles for our advertising programs and practices:

* We don’t allow ads to be displayed on our results pages unless they are relevant where they are shown. And we firmly believe that ads can provide useful information if, and only if, they are relevant to what you wish to find – so it’s possible that certain searches won’t lead to any ads at all.
* We believe that advertising can be effective without being flashy. We don’t accept pop-up advertising, which interferes with your ability to see the content you’ve requested. We’ve found that text ads that are relevant to the person reading them draw much higher clickthrough rates than ads appearing randomly. Any advertiser, whether small or large, can take advantage of this highly targeted medium.
* Advertising on Google is always clearly identified as a “Sponsored Link,” so it does not compromise the integrity of our search results. We never manipulate rankings to put our partners higher in our search results and no one can buy better PageRank. Our users trust our objectivity and no short-term gain could ever justify breaching that trust.

7. There’s always more information out there.

Once we’d indexed more of the HTML pages on the Internet than any other search service, our engineers turned their attention to information that was not as readily accessible. Sometimes it was just a matter of integrating new databases into search, such as adding a phone number and address lookup and a business directory. Other efforts required a bit more creativity, like adding the ability to search news archives, patents, academic journals, billions of images and millions of books. And our researchers continue looking into ways to bring all the world’s information to people seeking answers.

8. The need for information crosses all borders.

Our company was founded in California, but our mission is to facilitate access to information for the entire world, and in every language. To that end, we have offices in dozens of countries, maintain more than 150 Internet domains, and serve more than half of our results to people living outside the United States. We offer Google’s search interface in more than 110 languages, offer people the ability to restrict results to content written in their own language, and aim to provide the rest of our applications and products in as many languages as possible. Using our translation tools, people can discover content written on the other side of the world in languages they don’t speak. With these tools and the help of volunteer translators, we have been able to greatly improve both the variety and quality of services we can offer in even the most far-flung corners of the globe.

9. You can be serious without a suit.

Our founders built Google around the idea that work should be challenging, and the challenge should be fun. We believe that great, creative things are more likely to happen with the right company culture – and that doesn’t just mean lava lamps and rubber balls. There is an emphasis on team achievements and pride in individual accomplishments that contribute to our overall success. We put great stock in our employees – energetic, passionate people from diverse backgrounds with creative approaches to work, play and life. Our atmosphere may be casual, but as new ideas emerge in a café line, at a team meeting or at the gym, they are traded, tested and put into practice with dizzying speed – and they may be the launch pad for a new project destined for worldwide use.

10. Great just isn’t good enough.

We see being great at something as a starting point, not an endpoint. We set ourselves goals we know we can’t reach yet, because we know that by stretching to meet them we can get further than we expected. Through innovation and iteration, we aim to take things that work well and improve upon them in unexpected ways. For example, when one of our engineers saw that search worked well for properly spelled words, he wondered about how it handled typos. That led him to create an intuitive and more helpful spell checker.

Even if you don’t know exactly what you’re looking for, finding an answer on the web is our problem, not yours. We try to anticipate needs not yet articulated by our global audience, and meet them with products and services that set new standards. When we launched Gmail, it had more storage space than any email service available. In retrospect offering that seems obvious – but that’s because now we have new standards for email storage. Those are the kinds of changes we seek to make, and we’re always looking for new places where we can make a difference. Ultimately, our constant dissatisfaction with the way things are becomes the driving force behind everything we do.

中文翻译:

谷歌的价值观
永不满足,力求最佳
Google 联合创始人拉里·佩奇说,“完美的搜索引擎需要做到确解用户之意,切返用户之需”。 就搜索技术的现状而言,我们需要通过研究、开发和革新来实现长远的发展。 Google 致力于成为这一技术领域的开拓者。 尽管 Google 已是全球公认的业界领先的搜索技术公司,但 Google 的目标是为所有信息搜寻者提供更高标准的服务,无论用户是坐在波士顿的台式机旁,还是正在驾车穿过波恩,或是漫步在曼谷街头。

正是由于这一点,Google 一直在不断追求创新并突破现有的技术限制,为客户提供快速、准确和易用的搜索服务,而不受地点的限制。 要全面了解 Google 的最好方式,就是了解公司用来重新定义个人、企业和技术专家看待互联网的所有方式。

Google 的十大价值观
1. 以用户为中心,其他一切水到渠成。

创建伊始,Google 即以提供最佳的用户体验为中心任务。 虽然很多公司主张客户利益优先,但只有少数能抗拒各种诱惑,大多都会牺牲客户的少量利益来增加股东价值。 Google 的一贯态度是:如果所做的更改不会给网站访问者带来任何好处,则将坚定不移地予以拒绝:

界面清晰易用。
网页加载迅速。
搜索结果的排名绝对不出售给任何人。
网站上的广告必须提供相关内容,不能影响用户的体验。
Google 秉持着用户第一的理念,在网上赢得了最忠实的用户群体。 用户群体的增长并不是通过电视广告活动获得的,而是在用户的交口称颂下实现的。

2. 心无旁骛、精益求精。

Google 要做的就是搜索。 拥有世界上最大的研究队伍之一,心无旁骛地攻克搜索问题,我们知道自己擅长什么,也知道如何可以做得更好。 通过持之以恒地对难题进行反复的探索,我们始终能够解决复杂难题,并不断地改进已被公认为网络上为百万用户提供快捷、完美的信息搜索体验的最佳服务。 我们努力改善搜索服务,这也让我们可以将所学的知识应用于新产品,其中包括 Gmail、Google 桌面和 Google 地图。 在改善搜索服务的同时,我们也在不断推出新产品*,我们的愿望是将搜索的强大功能应用于以前未曾探索的领域,并帮助用户更多地访问及利用其生活中不断扩充 的信息。

3. 快比慢好。

Google 相信瞬间带来的喜悦。 您需要解答的时候,往往是希望马上就能得到。 这点是无庸置疑的吧? Google 的目标就是希望用户使用 Google 网站的时间越短越好,这样的公司世界上可能也独一无二。 Google 执著地消减网页多余的空间,不断地提高服务环境的效率,并一次次地打破自己创造的速度记录。 别人认为大型服务器是处理海量数据的最快方式, 但 Google 却发现 PC 机联网速度会更快。 在别人都认为搜索算法会明显限制速度时,Google 却写出了新的算法,证明了速度无限的真理。 Google 一直在不断地努力,让速度再快一点。

4. 网络的民主作风。

Google 之所以成功,原因在于它仰赖数百万向网站发布信息的用户来确定哪些网站提供的内容具有价值。 Google 不依赖一组编辑人员或仅仅根据某个词汇出现的频率来为每个网页评级,而是采用一项突破性技术,即 PageRank™。 PageRank 对一个网页所链接的所有网站进行评估,并为它们分配一个值(在一定程度上参照了与相应网站链接的网站)。 通过分析网络的整体结构,Google 能够确定哪些网站被最对其信息感兴趣的用户“票选”为最佳信息来源。 该技术也会随着网络规模不断增长而改善,因为每一个新网站将成为另一个信息点,同时也是另一张要记入的选票。

5. 获取信息的方式多种多样,不必非要坐在台式机前。

世界的流动性越来越快,人们很难再局限于一个固定的角落。 无论是通过 PDA,还是无线电话,甚至是在汽车里,人们都希望随时获得所需的信息。 Google 在这一领域开发了多种创新技术,其中包括 Google Number Search。通过这一技术,人们从具有上网功能的手机以及即时转换系统(将以 HTML 格式编写的网页转换为手机浏览器可以读取的格式)上查找数据时,可以大大减少键击次数。 借助于这一系统,人们能够从 Palm PDA、Japanese i-mode、J-Sky 和 EZWeb 等原先不能显示网页内容的设备上打开数十亿个网页,查看网页内容。 尽管搜索引擎在任何地方都可以帮助用户找到所需的信息,但 Google 仍然在不断地探索新技术并提供新的解决方案。

6. 不做坏事也能赚钱。

Google 是一个企业。 它通过以下两种方式来获取收入:向其他公司提供 搜索技术;向广告客户提供在 Google 和网络其他网站上投放 广告的 服务。 然而,您可能从未在 Google 上看到过广告。 这是因为,除非广告与所显示的搜索结果页内容相关,否则 Google 不允许广告显示在我们的搜索结果页上。 因此,只有某些搜索才会在搜索结果的上方或右侧显示赞助商链接。 Google 坚信,只有当广告与您要查找的内容相关时,才会为您提供有用的信息。

Google 同样也证明了广告不必过分渲染也能够切实有效。 Google 不接受弹出式广告,因为这会干扰用户查看所请求的内容。 我们发现,文字广告 (AdWords) 的内容如果与用户阅读的内容相关,那么所带来的点击率要比随机显示的广告高得多。 Google 的优化小组会与广告客户合作提高广告系列在有效期内的点击率。因为点击率越高,表明广告与用户感兴趣内容的相关性越高。 广告客户可以通过我们的自助式广告服务计划,在数分钟内在线投放广告,也可以在 Google 广告服务代表的帮助下发布广告。但无论是哪种广告投放方式,任何规模的广告客户都可以充分发挥这一针对性强的媒介的优势。

在 Google 上刊登的广告总是明确地标记为“赞助商链接”。 不破坏搜索结果的完整性是 Google 的核心价值观。 我们绝对不会操纵排名位置来将我们的合作伙伴放在搜索结果中排名考前的位置。 没人可以购买更高的 PageRank(网页评级)。 我们的用户信任 Google 的客观公正性,任何短期利益都不能够成为破坏这种信任的理由。

成千上万的广告客户使用我们的 Google AdWords 计划来推广他们的产品,我们相信 AdWords 是同类计划中规模最大的一个。 此外,数千名网站管理人员使用我们的 Google AdSense 计划投放与网站内容相关的广告,借此增加收入和改善用户的体验。

7. 信息永无止境。

当 Google 索引中包含的互联网上的 HTML 网页超过任何其他搜索服务之后,我们的工程师开始将精力转到那些不太容易获得的信息上。 有时只是合并新数据库的问题,如添加电话号码、地址查询以及企业目录。 有时却需要更多的创造性工作,如增添可搜索超过 10 亿张图片的功能,或增添查看原始格式为 PDF 文件的网页方式。 由于 PDF 格式的大量使用,我们需要扩展所搜索的文件类型的列表,以支持使用 Microsoft Word、Excel 和 PowerPoint 等多种格式创建的文档。 为了满足无线用户的需要,Google 开发了一种独一无二的技术,可将 HTML 格式的文件转换为移动设备可读取的格式。 该列表维护工作不会就此终止,因为 Google 的研究人员将持续不断地探索新的方式,将全球范围内的所有信息提供给寻找答案的用户。

8. 信息需求,没有国界。

尽管 Google 的总部位于加利福尼亚州,但我们的办事处遍布全球,我们的宗旨是帮助全世界的用户获得所需的信息。 为了实现这一目标,我们维护着十多个互联网域;在我们所提供的搜索结果中,超过一半是提供给美国境外的用户。 用户可以根据自己的喜好,从 Google 支持的 35 种语言中任选一种来展示搜索结果。 此外,我们还提供翻译功能,无论用户的母语是哪种语言,都可以搜索到所需的内容;不喜欢使用英语搜索的用户可以有100 多种语言用来自定义 Google 界面。 为了更快地补充新语种,Google 为志愿者提供机会帮助做一些翻译工作,Google.com 网站上提供了供翻译使用的 自动工具。 这一流程大大改善了我们为用户(甚至位于地球上最偏远角落的用户)提供的服务多样性和质量。

9. 没有西装革履也可以很正经。

Google 的创始人一再强调公司所重视的惟有搜索。 他们秉承着“工作赋予挑战,挑战带来快乐”的理念创建了 Google。 正是由于这一点,Google 的企业文化不同于其他的美国公司,但这并不是因为公司里无所不在的熔岩灯和大健身球,也不在于公司的主厨曾为著名乐队 Grateful Dead 掌勺。 就像 Google 的线上服务始终将用户放在首位一样,Googleplex 总部的日常生活也是将自己的员工放在首位。 我们重视团队成绩,并以对促成公司全面成功的个人成就为荣。 于是,新的创意和想法不断以令人目眩的速度在彼此之间交流并投入实际应用。 其他公司的会议可能会占用几个小时,而在这里通常只要在排队购买午餐时,聊上几句就能解决;编程代码的人员和编写检查程序的人员之间也几乎不存在屏障。 这种畅所欲言的环境提高了员工的工作效率,并促进了员工之间的友情,而这种氛围又因为数百万的人们对 Google 搜索结果的信赖而变得更加浓厚。 您只要为想要有所作为的员工提供适当的工具,他们定然不负您的期望。

10. 没有最好,只有更好。

所提供的服务始终超出人们的预期。 Google 不会把最好看作是终点,而是全新的起点。 通过创新和反复探索,Google 选择行之有效的技术,并以异乎寻常的方式不断进行改进。 搜索对于拼写正确的文字没有问题,对于拼写错误的文字会怎样呢? 我们的工程师透视用户的需求并相应地开发错别字改正程序,就像知道用户在想什么一样。 在 WAP 手机上进行搜索时的时间太长? 我们的无线技术部门开发了 Google Number Search,将每个字母击键三次减少为只击一次。 尽管我们的客户群体数以百万计,Google 仍然能够迅速找到发生冲突的位置,随即加以解决。 但是,Google 与众不同的一点,就是在全球用户还未明确意识到自己的需求之前便能抢先做出周密考虑,并开发出富于创新的工具和产品来满足他们的需要。 这种永不满足现状的态度就是我们能成为世界上最佳搜索引擎背后的终极驱动力量。

——————————————————————————–

* 全文更新: 在四年前我们首次写下“十大价值观”时,我们曾经说过,“Google 不做星座预测,不做财经咨询,也不做聊天”。 随着时间的推移,我们拓展了可以提供的服务范围(例如,网络搜索并不是人们访问或使用信息的唯一方式),还有那些当时看来似乎不可能的产品现在却已成为我 们整个计划中至关重要的环节。 这并不是说我们改变了核心任务;只是我们越是朝这个目标前进,地平线上那些看似模糊的目标也变得越为清晰(当然,也会出现更模糊的目标。)

当年的学车日记

当年的学车日记,当年写在Blogspot上。现在不翻墙访问不了了,所以重贴出来。看一看,真逗。学车比开车好玩啊。

学车日记(1)

今天第一天,天气晴朗,红旗飘飘,小风嗖嗖,心情那个激动啊。

学打交叉轮的时候,我就记着上课的时候,老师说,2个手都要在方向盘上,不换档不能离开,然后我接轮的那个手就一直跟着走到不能再走才去接轮。然后教练就一直说,那只手,别跟着走了,接轮去。。。。。。后来轮到另一个女孩练的时候,教练先交代他,那只手别跟着走啊,接轮去。

油门到底的感觉是:耳朵里能听到教练“啊”的一声。车停住,然后车被白色的烟包围。
刹车到底的感觉是(不踩离合):“刷”的一下,双脚都踩实了。人会跟随车会噔噔噔的蹦几下。车熄火。

树的故事:教练说踩油门。。加速。。换2档。我换2档,然后他说再加速,换3档,我就加速呗,然后他说再加点速,我就再加点呗,然后他说换3档,我就摸不到档把了。。。。然后一直踩着油门,教练说刹车。。。然后我就找不到刹车了。。。然后就看到前边是树。。。。。。然后车就停了。离树貌似O.00001公分

换挡的故事:教练说减速,4档换2档。我就先刹车哈,然后摸索着找档把。然后。。。。。。教练说,4档换2档,不是4档换5档。。。。。。

沟的故事:教练说前边左转,先刹车减速。我就减速,他说换2档,我就换挡(这次找到了档把),然后他说打一圈轮。我就蒙了 ,我说左打还是右打?他说左转,我说左打还是右打?这个时候发现车的两边有2棵树。车停着,不动。。。。。。再看下,前边是沟。。。。。。

学车日记(2)

风沙是大大滴,进步也是大大滴~
熄火还是常有滴~熄了火还是打不着滴~
左镜子还是看不清滴~右镜子还是来不及看滴~
见了人不知道该往哪避滴~见了狗更不知道怎么避滴~
换挡还是换错滴~油门还当刹车踩滴~
自己还是疑惑滴~教练还是直冒冷汗滴~
磕磕碰碰还是能跑几圈滴~

打火:
教练在旁边数着:一次,没着~;二次,没着~;三次,没着~;四次,~快松手!!!!!!!!!!

转弯:
教练教的:左转的时候到路中线打轮,右转的时候在路边缘线打轮–
教练猛喊:看什么呢,到路中线了,打轮呀~
我:!@#¥%……&×~
唉,其实不是我不打轮,而是那个路的质量太差了,除了路中线以外,裂缝超过1000,根本分辨不出那条是路中线哦~

会车:
情景1:一辆小教练车在我行驶的路上冲我快速冲过来
教练:不用躲,他不敢撞你~
情景2:一辆运土的大货车在我行驶的路上冲过来
教练:快躲躲啊,你敢撞他?

会人:
情景:一个人站在路边,一条腿在路上
我:撞得着吗?
教练:减速,躲着点腿就行了~

会车:
情景:2条非常大的狗一前一后从左向右横穿马路
我:咋办?
教练:停车!快停车!千万别撞着它!!!! — (注意:会人的时候可不是这么说的)

刹车:
前提:上次学车总结了个窍门,刹车的时候吧离合也踩下去,不会熄火,车也不会蹦蹦的跳
这次:我右脚踩下去的同时,左脚也踩到底了,车还是蹦蹦的跳了,而且熄火了
我:(一脸茫然地)咋又熄火了,我踩离合了呀
教练:(一脸冷汗地)你看你右脚踩哪儿呢!
我低头一看,哈,油门踩到低了~~~,心情那个复杂呀

加速:
教练:换挡,加速,加速,加速,给油,加速,加速,给油……
我:~!@#¥#@%……&
教练:时速多少?
我:30左右
教练:唉,汽车呀,是个高速的交通工具,用来高速行驶滴~
我:~!@#¥%……

靠边停车:
情景:经过刚才的加速,速度60,横冲直撞在乡间公路上
教练:靠边停车!
我:……%#@@%×&
教练:恩,减速太慢啦,路都不够你跑的啦。加速不敢加,减速有什么可犹豫的呀
教练:恩,停得不错,有什么体会吗?
我:蒙的~
教练:!@#¥%~

换挡:
教练:换挡时机掌握的不错,不过,你想换几档?
我:从5档换4档~
教练:低头看看~
晕,怎么在2档上啊
教练:换挡时机掌握不错……
我抢过来说:对不起,又换错了~(心情又一次复杂呀)

学车日记(三)

得到教练的表扬啦,用2个小时的时间学会了贴库和移库,信心一下子涨到了前所未有的程度。
只是深感应该增强锻炼了-打了2个小时轮,居然连倒档都按不下去了。最后一次挂倒档,右手怎么都按不下去,教练在旁边那个笑啊,最后说“俩手按”,我只好把左手也加上,总算是按下去了……,教练差点笑岔气~~

旁边那个女教练好厉害,一直训她的学生……还好,我还算开窍儿……

现在胳膊痛,肩膀痛,腰痛,腿痛,手也肿了……不过还是非常开心。
建议看到我博客的女同学,穿一双坡跟的鞋,非常有助于控制离合,还有就是,把座椅的靠背调整下,这样也助于控制离合。嘿嘿


学车日记(四)

这次把蝴蝶桩全部练过了。居然还敢上了一小阵瓢泼大雨,体验了下雨中开车的感觉,嘿嘿。

这次明显发现再贴库和倒库的时候,当车身进了2根杆中间的时候,车速会明显加快,冥思苦想了一段时间之后,自己总结成是车身和车轮处在那种状态的时候,车速会加快,然后颇有心得的去与教练交流,教练耷拉着眼皮说:嗯,不是的,是因为那里是下坡。¥#@%……&×&%

大雨过后,教练说:“你自己练吧,我下去坐会儿,&……%@¥%……×&。” 可惜当时我没听清他说的后半句话@!@。等他下了车之后,我开始挂挡,打轮向前开,就听教练在后边喊“快停车!!!!!!”。我猛刹车,回头一看,咦,怪异,后备箱盖居然开着呢!!!原来教练说的後半句话是“我倒点水去,你等我倒完水再开。” 晕!

学车日记(五)

这次练过了16小时,看来58个小时也不是很难熬的嘛~
等教练的时候,碰到一个女孩,犹犹豫豫的走过来,以下是我们的对话:
女孩:你学了多长时间了?
我:10多个小时了
女孩:哦~(犹豫了下,继续说),那第一来也是在这里等吗?
我:对。
女孩:(又犹豫了很长时间,继续问),头一节课都干什么呢?
我:给你看看车的结构,原地打轮,挂档,然后出去跑一圈。
女孩:(大松了一口气的样子)哦~
女孩:(颇为轻松地说)教练还带我们跑一圈么?
我:不,是你带教练跑一圈。
女孩:@#¥%……&×(惊恐的表情无法形容)

在路上跑的时候,碰到前边有个新手,开得非常之慢,每次转弯都会先停车,我在后边跟着她跑了2圈,后来我实在受不了了,问教练“我可以超车么”,教练耷拉着眼皮说“我就等着你超车呢”。。。。。。

ps:
昨天和三大件同学讨论跑偏的问题,尤其是在换档的时候。三大件同学发出一声感叹“哦,新手都是这样子滴。。。。。。”
原来,车是不是跑偏,要看是谁开的呀。

学车日记(六)

周六,天气多云转阴,微风,学车指数4。
这次就一个字:晕!
定点停车:感觉竿到了车离挡风玻璃右边的1/6处时踩刹车停车之后,车超过竿10cm,正好在可接受的范围内。如果追求恰到好处,总是不是过了就是离的太远。所以还是不要太追求完美的好:)

坡起:慢点轰油门慢点抬离合就是了,松手刹一定要快。后边黑压压的一堆车等着上坡呢,所以,一定小心再小心,千万不要弄得心情复杂呀~

单边桥:说着也没什么难的,不过做起来还是很难的。反正,稀里糊涂的就上去了,稀里糊涂的就下来了~

侧边停车:怎么感觉都觉得别扭,不过感觉还是比前边几项简单些。

直角转弯:教练说:看前边的白线到你车玻璃的这个地方打轮~ 我说:白线? 教练说:对 我说:报告教练,没有白线哈 教练说:没有? 我说:没有 教练抬头看了下,说:就那呢,白的,磨掉了一半,土遮住一半的 我再仔细看了下,晕!!!!磨掉了一半,被土遮住一半!!!!

连续弯路:我几乎是手不摸方向盘的就过去了~因为教练在转方向盘~我连路是怎么拐弯的都没看清楚

限宽门:竿挂在门中间倒是很简单,不过一定要记住,车是从较窄的那边过去~我第一次是从较宽的那边得意洋洋的过去的……

连续障碍:我车开到那条路上,冲着井盖就过去了,教练喊:干嘛去,这个不考!!!晕,我想主动一下,时不予我呀~

金统领教程-百米加减档

金统领教程-百米加减档

本来百米加减档没啥好说的,基本没啥技巧,但是加减档本身却非常有用,所以也讨论一下行驶的时候的加减档应用吧,欢迎大家来讨论哦。

1. 练习要领
加减档是最基本的了,第一次上车就是反复的加档减档练习,但是新学员练路一开始往往觉得最难的就是加减档,一换档就手忙脚乱,特别是刚学完桩后第一次练路,离合不踩到底就换档、抬离合太快车子顿挫、车速跟档位不符合的。。。至于弯中加减档就更不用说了。

练习加减档,最好的方法不是去练百米加减档科目,就那一百米什么也练不出来,最好的方法就是跑长路,平时练路的时候多让师傅带着跑跑圈,加减档自然而然就熟练了。别只在井盖、单边、侧方。。。那里排队。特别是京东教练场的,因为路考科目都集中在一起,车多弯多路口多,基本只能挂2档3档,不如多去北边的那些长路上跑跑,跑的过程中自己加加减减,很快连弯中加减档都熟练了。

2. 考试技巧
万一加减档练的不熟练,为了应付考试,可以偷点懒:)
加档:挂1档带油起步,起步后不用加油立刻换2档,每踩一脚油门换1个档升3档、4档、5档
减档:加到5档后脚移到刹车上但不踩,只踩离合降档4档、3档,踩刹车减速降2档

窍门在于5档减4档、4档减3档时不用踩刹车,因为加速距离短,车速并不够5档,所以如果踩刹车狠了反而容易因为车速过低而车抖。

京东考试场里面只有两个百米加减档,在南门口向北的路上,而且离小客的科目区域比较远,一般都不考。其实JCSS通过起步和行驶过程就能知道你加减档水平,不用专门考。

学车日记(七)

人一懒,事情就会一拖再拖。
发现教练还是挺负责任的,每个项目都带着练习一遍,新手也亲自给讲,也不骂人,嘿嘿

学车日记(八)

本次终于约够了30小时,可以去约考桩了

这次在考试场地里练桩,发现这真是个赚钱的行业,居然一个小时要20块钱,如果用考试车则是一把20块钱~据说一个人一下子卖了15把~我的仰慕之情油然而生啊~

水泥地面确实比沙地要好练的多,车速比较慢并且更容易控制,只是打轮更费点劲儿。而且练习的时候会发现后视镜里的杆儿像森林那么多,很难分得清那根是属于自己的~建议练习之前在自己的竿上做点自己的标记,比如绑个塑料袋之类的,以免看错杆打错轮~

学车日记(九)

昨天考过了桩,很开心,有一点点心得:
1、打轮的速度:
这个其实并不是一定要快打或一定要慢打。实际上除了贴库和倒库的最后的2圈回轮要快打以外,其他的打轮都是要根据车速来做的。如果车速快则打快点,如果车速慢则慢打。而且强烈建议女生因为力气小,可以讲移库和贴库的最后2圈回轮在把车停住之后打–打过后车就正了,导进去自然位置很好。

2、关于考试车:
我指的是京东考试场的车。那个车是很破的,不过感觉还是比教练车好做些–因为方向盘比教练车轻些。所以,习惯了教练车使劲打轮的同学要稍微松着点劲。而且它的离合比较高,同样是适应了教练车的同学要注意,同样的离合高度,考试车会比教练车慢。基于上边2个因素,很容易出现车速慢但打轮太快的问题,导致车不入位。

3、关于紧张:
其实考场的硬件条件比练习场好的多,只要在练习场里做的还可以的都可以过的,所以并没有必要紧张。而且有2次机会,不行可以重来一次嘛~

学车科目练习

总则:进科目时开右转向灯,出科目时开左转向灯。通过限制门时用2档,其他用一档通过。

1、定点坡起:
(1)一档上坡,车身距右侧路边30公分以内。车前保险杠定于桩杆线上停车-先踩离合后踩刹车,摘空档,拉手刹。
(2)踩离合器,挂一档。踩油门至发动机转速达2000转/分,慢抬离合至发动机声音降低,发闷,车身微微颤动时,松手刹。

2、侧方停车:
(1)打右灯,前进,看左前竿过右手后车门小三角窗后,停车。
(2)倒车,看左前竿到右后车门小三角窗正中,向右打2轮,然后看左后视镜,右后边竿从车左侧露出时,向左回两轮,再看左前竿到右后视镜正中时,再向左打2轮,看车身正,停车。
(3)打左灯,前进,车头右角出左前竿时,右回2轮,右后视镜出左前竿时,右打一轮,车身扭正时,将轮回正。

3、直角转弯:
(1)车身紧靠路中心线前进,当车前保险杠行至直角进口三分之二处时,向右打一圈半,车身顺直后将轮向左回正。
(2)看左前门三角窗后角对准直角弯里突出点时,迅速向左打2轮,车身快扭正时,向右回2轮。

4、曲线行驶:
(1)车头出左边线二分之一,向右打一轮,车头右角出右边线时将轮回正。车左机盖棱触到右边线时向左打一轮,车头左角出右边线时向左推半轮
(2)车头左角触到左边线时将轮回正,车头出左边线二分之一时向右打一轮,车头右角触到左边线时,向右推半轮。

5、单边桥
(1)车左机盖棱对准左桥中心线稍偏右,上桥。等车左后轮下桥,迅速右打1轮,左机盖棱对准右桥中心线左打2轮,车身正右回一轮,上右桥。

路考通过啦~

昨天路考顺利通过,终于走完了学车的历程~一路走来,收获很大,而且很庆幸自己碰到了一个很好的教练–在和其他教练的学员的交谈中,还是感觉教练教给了自己更多的东西。教练比较常说的话是“慢点没关系,把动作做到位,稀里糊涂的还不如不做”,可惜这句话没对我说过–可能是因为我还算是每次都能把动作做到位吧,哈哈。
上车之初跑路的时候,每次刹车都是一顿一顿的,开始的时候教练在我刹车的时候紧紧的抓着扶手,后来扶手不用抓了,后来在我刹车的时候也敢喝水了,呵呵,一方面是习惯了一顿一顿的刹车,另一方面是我刹的越来越平稳了。
现在的考试其实也不像很多人说的那么严格,其实只是桩考,因为是红外的仪器检测考试,是一板一眼的以外,三项和路考都是由警察叔叔来考的。警察叔叔也没什么可怕的,只要考试的时候不熄火,一般都是可以过的-尤其是漂亮MM~只要记住“人民警察为人民”就好了。

另外,感觉驾校的工作人员也挺不容易的,路考的时候,他们在旁边,只要考试车一停下来,就跑上去问警察叔叔要不要喝水,考试车一起步,他们就跑到考试车后边,给学员拦住后边驶来的车辆,避免他们不小心干扰考试。考试路上大部分的社会车辆都很配合考试车,不过,真的很鄙视那些见了考试车就加油,甚至去别考试车的司机。

路考的时候发生了比较好玩的事儿:我是最后一个考的,当时路上已经没有车了,我发挥也很好。靠边停车后,那个很帅气的警察叔叔问“以前摸过车么”,我说“没有”。警察叔叔又说“哦,不错,速度很好,角度也很好,开得真不错”, 我心中满是欢喜呀~下了车回味回味,越来越觉得不对劲。那句“以前摸过车么”真让我后怕,这可是警察叔叔啊,如果真的以前摸过车,这个时候回答个“摸过” 岂不成了“无证驾驶” — 这个处罚最重可是N年不许驾车的呀~嘿嘿嘿嘿~不管警察叔叔是不是真的是个套(这个警察叔叔长的很帅哦,所以相信他也是不经意问滴)~,反正碰到这样的话,无论如何还是回答“没有”的好,嘿嘿嘿嘿~

最后,教练送给我一句话“以后有学车的,带来找我”,那么如果有学车的朋友,来找我哦~

学车日记也到此结束~就等着去领本本啦~

PS,
教练是金统领的梁志才~

PopCap's Jason Kapalka

这个是Jason Kapalka接受GI采访的那个文章。因为GI要求注册用户才可以看,而它的注册流程实在是太汗。因此全文COPY到这里。原文地址是:http://www.gamesindustry.biz/articles/2010-09-02-popcaps-jason-kapalka-article 和http://www.gamesindustry.biz/articles/2010-09-02-popcaps-jason-kapalka-part-two-interview。

Part One:

Although just 10 years old, Popcap Games is something of a grand old man in the current gaming scene. Tackling browser, mobile and social games years before the start-ups that now dominate the headlines, it has been quietly consistent, growing in stature thanks to a twin philosophy of new ideas and regularly iterating existing properties and concepts. Despite both commercial and critical success with Peggle and Plants vs Zombies, the 50 million-selling match-3 title Bejewelled is indeed the jewel in its crown – even transitioning well to Facebook and microtransactions with its Blitz reinvention.

GamesIndustry.biz caught up with PopCap’s thoughtful yet outspoken Chief Creative Officer and co-founder Jason Kapalka to hear his feelings on the rush towards social games, the future of the Apple vs Google vs Microsoft mobile war, the problems with Facebook, and the trends he’s seen come and go doing PopCap’s long tenure on what was once known as “casual” gaming.

Q: So PC, Mac, iPhone, iPad, in-browser, Google Chrome, Facebook: will Android be next?

Jason Kapalka: We’re working on it. I think it’s inevitable, it’s just right now it’s an awkward platform because they’re changing so much and they have all these different hardware layouts. The nice thing with iPhone is there’s one – well, now it’s two – there’s one resolution, one piece of hardware, it’s very straightforward. Android’s not as bad as the old days, when you had to make the game for like 300 handsets. But it’s still like three or four, or however many weird versions from various different manufacturers. It definitely makes it more work; Google really need to get a handle on it if they want to push it to more developers. I think it’ll happen, it’s just that it’s definitely a hurdle to get over right now.

It’s a hassle that iPhone developers don’t have, and the marketplace for Android is still a bit confusing because all the different carriers have their own versions of it. I think it’ll all get better, unless Google gets sued out of existence by Oracle. Right now it’s definitely not the ideal game platform – very promising but there’s still a bit of work to get there.

Q: How confident are you about which platforms you’re going to target the hardest, given how many seem to be cropping up now – mobile, social, desktop, tablet?

Jason Kapalka: It is unfortunate. From our point of view, we’re pretty agnostic about platform. The truth is we like Apple, we like Google, we like Microsoft. We’re just trying to reach players. And the best way to reach players is the platform that they favour. Unfortunately right now you’ve got three of four of these big players, who are all at each other’s throats and not at all co-operating as far as standards and so forth go. So we have the obvious issue of, y’know, Flash. It might be good for doing a game on Facebook, it might be even conceivable on Android – but it’s absolutely not feasible on iPhone.

There are other issues like that, between Microsoft, Google and Apple – they all hate each other. Well, they’re all competing. It’s very hard to build stuff that works on all those platforms. You almost want to sit back and see who wins. Or ideally that they at least agree on some sort of standards, so you can say “alright, what’s the standard, you tell me? Is it Flash, is it HTML5, is it somethin’ else?”

If people can agree on one of those things, from our point of view we can work with everybody. As it is, when they’re fighting each other we have to try and support all three of them which means we’ve got to spend three times as much effort to do that. That’s tricky in terms of costs and to make time to make stuff, so we’re looking forward to some kind of unification, whether that’s by a victor or by a truce. That’d be better for us and ultimately better I think for game players.

Q: I see you’ve got Plants Vs Zombies on Chrome Web Store as well, and there’s new streaming stuff coming through too. How far do you intend to pursue that as well as the mobile battle?

Jason Kapalka: We’re trying all these things. They’re all experimental right now and we don’t know which will work and which will end up falling by the wayside. Generally PopCap has tried to be fairly catholic and do a lot of different things without jumping on any one bandwagon. It’s very hard to predict the future. You can always find someone who has gotten lucky. But it’s the Vegas fallacy. You can always find one guy who’s gone to Vegas and made a fortune on slot machines, but that’s not necessarily the same guy you want to invest your money in.

The same problem is true in the high-tech field. A few years ago mobile happened to be the big thing, and so someone like Jamdat did very well and sold to EA for $700 million or whatever. Were they especially smart, or did they just happen to be the right company at the right time? And now you’ve got social companies doing the same thing. And not to say that they did anything wrong, but if you’re a game company you run the risk of trying to follow every trend and they’re not all going to work out.

There are plenty of trends that we’re quite happy we didn’t do anything with, like just a couple of years ago it was Flash MMOs, like Club Penguin. After Club Penguin sold to Disney, everyone and their dog were trying to make some sort of tween-orientated Flash MMO. One or two of them are still around, but most of them are the ones who were there before – Habbo Hotel and Club Penguin. Everything else just kind of [crashing aeroplane sound.]

Q: Could it be similar to what happened with World of Warcraft and traditional MMOs? All those giant projects designed to compete, but half of them have closed and the rest have gone free to play.

Jason Kapalka: Well, yeah. And we’ll see how it goes right now. I think the vibe I’m getting certainly is that people are really deciding that MMOs are a bad place to do business. There’s gonna be one or two last gasps – probably [Star Wars] The Old Republic will be, well… I know it’s a big, expensive project, and if that underperforms, that’ll probably be the last time someone decides to spend $100 million on a WoW-killer. I think they’ll try and come at it from a different direction.

The truth is that Farmville is probably more of a WoW-killer than the Old Republic. I doubt that it’s exactly the same crowd, but I have a feeling there’s starting to be a little bit of that, and probably more so as you go forwards in time – as WoW players get older, have less spare time. I’m 100 per cent sure that people who stop playing WoW are playing FarmVille. Just because they don’t have time for a three hour raid, they’ve got time to put down a few crops or so forth.

Q: That seems to be becoming the commodity: time. We’ve got all these demands for attention, how do you make a game that stands out amidst all that noise? Is Bejewelled Blitz, a game that only takes a minute, the future of games?

Jason Kapalka: People are arguing if that’s good or bad; it’s hard to say, but from my point of view, as you get older and you have a job and a family and stuff like this, this idea of your early 20s gaming where you can sit around in a basement with your buddies and kick back and… I think I played Super Mario 3 for three days straight, that sort of thing. That’s not going to happen again. I’m never going to have three days to play videogames straight. I don’t even have three hours. That’s why World of Warcraft is right out for me. I think increasingly a lot of people are in that position, and games have to evolve to meet that need. Whether it’s a game like FarmVille or Bejewelled Blitz, or a lot of mobile games that have the same idea of “I have it wherever I go, I can play short games on it.” The game adapting to your schedule, rather than you trying to conform to the game’s demands.

Those are the kinds of the kinds of games that are probably going to be the big scary ones as far as the current guys like Blizzard, Activision, and EA are concerned. They’re going to be fighting them on unequal terms, like asymmetric warfare. So FarmVille versus WoW doesn’t seem like a fair match, but they’re not fighting on the same ground, they’re fighting in very different ways. To date, a lot of the bigger companies haven’t shown that they really understand that, or are capable of adapting to it.

Q: But we are seeing a lot of acquisitions for insane amounts of money – it seems they’re paying attention, whether or not they’re approaching it in the right way.

Jason Kapalka: They tried, Electronic Arts did try their own versions of Facebook games that didn’t work out very well, and that’s why I think they acquired PlayFish as a way to buy their way in. Whether it works out, it’s hard to say. Part of it is trying to integrate a very different company into the bigger structure. Will it happen? If it does, that’ll be good. But it’s going to be tough.

Amongst other things, those companies tend to have earn-outs, which means that PlayFish will have to have a big earn-out probably, which means they can’t just do whatever they like, they have to give EA the freedom to make money and therefore make back their investment. Which is probably three years of letting them do whatever they need to get their earnings up. Which’ll be good for making money, but maybe not for integrating them into the EA mothership… And I think you’ll see that in a lot of that, where the integration into the bigger company may be quite difficult because the cultures are very difficult and the terms of the acquisition make it hard.

So that’ll be the question. Whether companies like EA or Disney can really digest these purchases and really incorporate them into their corporate culture in a way that changes their thinking going forwards. If they just buy them and sit them there in a silo, they might do alright, but they won’t change their overall culture. This I can speak of because I was at Pogo. Pogo got bought by EA, it continues to be a profitable business, but it’s really just sat in a little silo by itself. It’s never really been incorporated into the rest of EA in useful way, and the rest of EA has never really I think learned the lessons that Pogo might have had to teach them, in terms of how Pogo was a social game company in 1999.

They still are – they’re a bit dated, they’re still using what was considered social media in 1999, which was chatrooms. Which nowadays seems more like… when people say chatrooms, they think of it as a den of perverts, they don’t think of it as a family gaming destination. But in 1999 it was. They got them and they left them frozen in time, so they haven’t really evolved.

But they would run that risk with acquisitions now; if they do the wrong thing those companies are going to end up frozen in amber and they never really change because a lot of their motivation for evolving on a Darwinist basis is taken away. Maybe it’ll work; it’s definitely going to be very interesting for the next year or so, I suspect.

Part Two:
In the first part of our interview with PopCap Game’s Chief Creative Office Jason Kapalka, he shared his thoughts on Google vs Apple, whether big companies can adjust to the new wave of mobile and social games and why FarmVille is a Warcraft-killer.

In this second part, the loquacious co-founder discusses the dangers of hasty acquisitions, Popcap’s future in the changing marketplace and the importance of brands in the Facebook age.

Q: You seem oddly relaxed about all the drama going on in the social space – is this not a fight you feel you have to win, or even really take part in?

Jason Kapalka: I don’t think we’re quite safe exactly. There’s always something surprising that can come along. I wish certainly that we’d been a bit more in the social space a bit earlier. We’ve got a foothold there with Blitz, but we’re not Zynga, we’re hardly the leader in social games. I feel we least have a beginning, I don’t feel like we’re on the outside trying to figure out how to get in. I feel PopCap’s really diversified over the last ten years, we’ve never been necessarily the biggest company doing Xbox games or mobile games, but we’ve always been able to keep our hands in all these different areas, and sort of shift as necessary to whichever platforms are doing well. We’re not trying to win the lottery, we just want to stay abreast of the stuff that’s happening and bring our games where they can be played. So I’m not that panicked about it because we’re relatively well-placed for the future. A lot of the games are the kind of thing that we do. They’re small games that work well on things like the iPhone or the iPad or on web browsers. Compared to a company that makes $50 million first-person shooters, we make small kind of things.

Q: And people don’t have to agonise about buying them…

Jason Kapalka: Yeah, and our price-points are low. I certainly wouldn’t say that we’re cocky or arrogant about things going forward, because there’s a lot of stuff that could go wrong. In general though it feels like the industry is caught up in the kind of games that we’ve always been doing. It feels less like we’re in a position where we have to argue about why casual games and other games like we do are legitimate forms of entertainment. Anyone can look around now, they look on their iPhone, they look on Facebook or at the Nintendo Wii. It’s pretty obvious that casual has kind of won, casual is the new mainstream.

Q: Can that sustain, if the reaction from new and acquired studios is to continue to make lots of FarmVille and Bejewelled clones?

Jason Kapalka: There’s going to be a lot of that. The truth is that there’s that in every industry. I mean, MMOs, there’s no shortage of terrible World of WarCraft clones that didn’t really work out, and you’ll see the same thing I think here. A handful will survive, a bunch will fail. You’re definitely in the stage right now in social games where there’s a lot of bandwagon jumping, where everyone sees moneymoneymoney and suddenly all these new companies appear… It happened before in mobile, it happened before in casual – in the past it’s tended to signal the beginning of the end.

Not necessarily of the genre, but of the sort of golden era, where everything was a fresh blue ocean and all that stuff. It’s getting into the era where it’ll be a lot more hard-fought. It’ll be tough. People will make money there, but there’ll be a lot of competition and then margins will shrink and all that sort of stuff. That’s my thought on where we’re heading with social stuff. Facebook can’t go that much faster, they’re only going to tighten up their restrictions. Sooner or later they will raise their rates, do other things like that, margins will just get increasingly tough.

You’re already sort of seeing that, a lot of the viral growth of Facebook games is now shut down, they have to do it the old fashioned way, which is by buying ads or by having something that people are actually interested in playing and actually want to want to tell their friends about. From our point of view, we can live with that. That’s an okay solution for us. So I’m fairly optimistic about the future – there’s enough crazy stuff going on that you never know what’s going to happen. I know Google are doing some sort of social network…

Q: I was going to ask about that – how much room do you think there is for another one?

Jason Kapalka: I don’t know. I like Google and frankly I kind of hope they succeed. But their track record for social stuff like Buzz and Wave and Lively isn’t so great. In terms of social and games, the two things they’re trying to do right now, they don’t have a genetic background for it. That said, they didn’t have one for phones either, and Android seems to be working out pretty good. I certainly wouldn’t count them out. I would say that if you’re going to take on Facebook right now you’ve got a pretty uphill battle. But if anyone can do it, might it be Google? Yeah, I think so.

Microsoft are trying their own thing to… [pause] Yeah, Microsoft, yeah – surprisingly, they’ve been doing some pretty good stuff lately. Some of those things like Bing and Windows Phone 7… It’s fashionable to look at Microsoft as being a bit unhip, and not quite getting it. But if you look over the last few years, they innovated pretty dramatically in a couple of key gaming areas. Xbox Live is really the model for how to do effectively a social network. Xbox Live is basically a gaming social network, and no-one’s done that better. They haven’t figured out how to carry that through effectively onto PC, but that said, might they be able to make it work on phones? Possibly. It could go either way. I could see it working either really well or not. It’ll be very interesting.

Q: They could almost start being seen as the plucky underdog, versus the Goliath of Apple.

Jason Kapalka: In some ways they almost are. And frankly if Oracle and Google beat each other up, Microsoft might be the winner. That’ll give Windows Phone 7 a lot of breathing room that they probably need.

Q: How has PopCap’s stance on new ideas versus sticking to established brands changed in this era where people don’t have the time or patience they once did to try new things? Someone came up with a list of dozens of URLs you guys had registered the other day – Pegglebingo.com, bejewelledslots.com and that sort of thing…

Jason Kapalka: Yeah…. Most of that stuff’s just protective. There’s an issue that if you don’t get those URLs and trademarks some guy squats on them and eventually you have to pay him a bunch of money. As far as brands go, they have some value. There’s no question that in some markets, like iPhone for example, it is pretty important. The iPhone App Store is such a Darwinian environment where stuff comes out there and if you can’t immediately get onto the top 10 charts you can easily just vanish. There’s no real way to market there, there’s no real way to buy ads, so a brand is the only thing you have, the only predictable way to get yourself noticed on the App Store.

There’s unpredictable ways – there’s fluke hits like Angry Birds or Doodle Jumps that come out of nowhere, but again it’s the lottery win thing. Those two have done well, they’re good games, but there’s tens of thousands of other games out there. There’s a lot of luck involved.

If Plants vs Zombies had been released on the iPhone first, it might have disappeared without a trace, but because it had a recognisable brand, because it was released on PC and Mac first, that actually built up a lot of interest, so people bought it. And then you have that cycle where because it’s on the top 10 a lot more people buy it. It’s a bit unfair, the rich get richer syndrome, but there’s nothing you can do about that. Apple can probably do better, they’re trying to do stuff like Genius to help recommend things, and it might help give some things a bit of a long tail, but until something like that happens, you really have to do your best to get them into that top ten. So brand is important there.

I think it’s less important in lots of other emerging areas. It’s not particularly important on Facebook; people might believe that Bejewelled is doing well on Facebook because it’s Bejewelled, but there’s a lot of other branded games on Facebook that failed – from Tetris to FIFA and all these things like that. And they’ve all done poorly, or at best mediocre. The viral growth is much more important – it’s the same in casual and downloadable games. The brand would get someone to try it, but it had very little effect on whether they would purchase anything or not. So it was less important than a game that had a high conversion rate. The good thing about the casual downloadable space was it really forced them to make good games, because there’s no possible way to sucker someone.

Dansette