The last lecture of Randy Pausch 0
Wednesday, October 31, 2007
Tuesday, October 30, 2007
Monday, October 29, 2007
Moving to SQL Server 2008 codenamed Katmai
Moving to Katmai
Looking ahead to the next version of SQL Server, Microsoft was motivated by a number of trends it saw developing. The first was the data explosion, where organizations are now storing key data both in and outside of databases. The data inside databases tends to be structured data, but there are now all kinds of unstructured data types being organized in the file system, such as document files, XML files, digital images, and so on. These, too, are corporate assets and need to be managed and queried. So Microsoft decided to expand the database to support these kinds of data.
The second trend is around compliance. There's a lot of regulatory pressure on organizations to store, document, secure, and control corporate assets, and new pressures on IT to control that data.
Finally, storage prices are going down dramatically and organizations are now storing more than ever as a result. And it's not just traditional database servers. There are a wide range of devices with integrated storage, and data is now spread out over laptops, phones, point of sales (POS) systems, and other devices. This data all needs to be stored, managed, and secured. "It's challenging," Ajenstat told me. "Users want to get the right data, in the right tools, whenever they need it. But administrators want to make sure the data is locked down and centrally managed."
These trends guided the scenarios SQL Server 2008 delivers on. Here's what you can expect in SQL Server 2008.
Trusted platform
At a 1997 SQL Server 7.0 reviewer workshop, I was astonished by Microsoft's Terra Server, a room full of data refrigerators that contained satellite imagery and was controlled by a custom SQL Server install. Now, SQL Server can manage multiple terabytes of data as seamlessly as previous versions did a gigabyte, and scalability is at the forefront of core SQL Server work. Part of this effort involves disk compression routines that reduce the footprint of on-disk storage. Part of it is new indexing mechanisms to speed queries of ever-increasing data sets. And part is an ongoing effort to improve performance across the board. For example, SQL 2008 prioritizes workloads intelligently so that administrators can configure service level agreements. That way, a reporting application can't consume all of a server's resources while payroll is trying to print paychecks.
Abilities
While SQL Server is traditionally thought of as a relational database, the product has been consistently improved over time to work with non-relational data. This started in SQL 7.0 with the introduction of multi-dimensional OLAP, and continued in SQL 2005 with XML support. In SQL 2008, Microsoft is expanding these capabilities in the most dramatic fashion yet with support for unstructured data, like documents in the file system, through a new file stream data type. This isn't a replacement for the file system, but rather a replacement for the old blob data type, which had no understanding of the underlying data. Microsoft is supporting this feature with native Windows APIs for querying and indexing the data, and is also formalizing the concept of location data, where you can query locations in a spatial way as with a map. I expect this capability to touch off a new era of custom location-aware applications.
Dynamic development
Expanding on the .NET managed code capabilities in SQL Server 2005, SQL Server 2008 includes support for Visual Studio 2008's LINQ framework, which allows C# and Visual Basic developers to work with business objects rather than tables and columns. This removes another layer of abstraction for developers who need to target databases and doesn't require these developers to be database experts as well. "Developers don't care how information is stored internally," Ajenstat explained. "They want to deal with the data-- whether it's a customer , product , store, whatever. The framework takes care of the backend."
SQL Server 2008 also addresses the occasionally connected scenario with SQL Server Compact, which can run on mobile and embedded devices and desktops. That way, mobile applications can access a database that works anywhere and then sync seamlessly with the server whenever they're connected. It works like Outlook and Exchange Server, providing offline access to data and then making sure everything is synced to the backend when possible. Obviously, it is secure and managed, and will work with whatever compliance policies the organization has created as well.
Pervasive insight
Building on the business intelligence (BI) capabilities of SQL Server 2005, SQL Server 2008 offers better scalability--where you can perform BI and data warehousing tasks against multiple terabytes of data--and better performance. SQL Server 2005 customers told Microsoft that while they liked that product's BI capabilities, the performance suffered at 20 TB of data and above. Now, Microsoft says even 40 TB of data will be comfortable.
Another related improvement concerns availability. In addition to scaling the database to accommodate more data, it needs to handle more concurrent users as well. So Microsoft has improved SQL Server 2008 to provide predictable performance regardless of the number of users.
Finally, SQL Server 2008, like its predecessor, will work well with current versions of Microsoft Office, and this time around there's no need for a software upgrade: It works out of the box.
Scheduling and pricing
As with previous versions, SQL 2008 is on a slow burn, and Microsoft says it has settled on a 24 to 36 month development cycle. "We changed how we build the product to be more predictable," Ajenstat told me. This credo has become reality even during the beta process, which thus far has been marked by a few public CTP releases. Expect two more CTP releases before the launch.
The target release date for SQL Server 2008 is the second quarter of 2008. It will launch alongside Windows Server 2008 and Visual Studio 2008, though each of those products will be finalized at different times from SQL Server 2008. As with previous versions, Microsoft will ship compact versions of SQL Server 2008 for the desktop and mobile devices in addition to its enterprise-oriented offerings.
The best news, perhaps, is that Microsoft is not raising the price. Compare this to Oracle, where every new feature seems to come with a new $10,000 charge. But licensing fees for SQL Server 2008 are identical to those for SQL Server 2005, despite the many additional features. That's good stuff, and a continuation of Microsoft's aggressive value proposition for this product line.
--Paul Thurrott
October 9-17, 2007
Looking ahead to the next version of SQL Server, Microsoft was motivated by a number of trends it saw developing. The first was the data explosion, where organizations are now storing key data both in and outside of databases. The data inside databases tends to be structured data, but there are now all kinds of unstructured data types being organized in the file system, such as document files, XML files, digital images, and so on. These, too, are corporate assets and need to be managed and queried. So Microsoft decided to expand the database to support these kinds of data.
The second trend is around compliance. There's a lot of regulatory pressure on organizations to store, document, secure, and control corporate assets, and new pressures on IT to control that data.
Finally, storage prices are going down dramatically and organizations are now storing more than ever as a result. And it's not just traditional database servers. There are a wide range of devices with integrated storage, and data is now spread out over laptops, phones, point of sales (POS) systems, and other devices. This data all needs to be stored, managed, and secured. "It's challenging," Ajenstat told me. "Users want to get the right data, in the right tools, whenever they need it. But administrators want to make sure the data is locked down and centrally managed."
These trends guided the scenarios SQL Server 2008 delivers on. Here's what you can expect in SQL Server 2008.
Trusted platform
At a 1997 SQL Server 7.0 reviewer workshop, I was astonished by Microsoft's Terra Server, a room full of data refrigerators that contained satellite imagery and was controlled by a custom SQL Server install. Now, SQL Server can manage multiple terabytes of data as seamlessly as previous versions did a gigabyte, and scalability is at the forefront of core SQL Server work. Part of this effort involves disk compression routines that reduce the footprint of on-disk storage. Part of it is new indexing mechanisms to speed queries of ever-increasing data sets. And part is an ongoing effort to improve performance across the board. For example, SQL 2008 prioritizes workloads intelligently so that administrators can configure service level agreements. That way, a reporting application can't consume all of a server's resources while payroll is trying to print paychecks.
Abilities
While SQL Server is traditionally thought of as a relational database, the product has been consistently improved over time to work with non-relational data. This started in SQL 7.0 with the introduction of multi-dimensional OLAP, and continued in SQL 2005 with XML support. In SQL 2008, Microsoft is expanding these capabilities in the most dramatic fashion yet with support for unstructured data, like documents in the file system, through a new file stream data type. This isn't a replacement for the file system, but rather a replacement for the old blob data type, which had no understanding of the underlying data. Microsoft is supporting this feature with native Windows APIs for querying and indexing the data, and is also formalizing the concept of location data, where you can query locations in a spatial way as with a map. I expect this capability to touch off a new era of custom location-aware applications.
Dynamic development
Expanding on the .NET managed code capabilities in SQL Server 2005, SQL Server 2008 includes support for Visual Studio 2008's LINQ framework, which allows C# and Visual Basic developers to work with business objects rather than tables and columns. This removes another layer of abstraction for developers who need to target databases and doesn't require these developers to be database experts as well. "Developers don't care how information is stored internally," Ajenstat explained. "They want to deal with the data-- whether it's a customer , product , store, whatever. The framework takes care of the backend."
SQL Server 2008 also addresses the occasionally connected scenario with SQL Server Compact, which can run on mobile and embedded devices and desktops. That way, mobile applications can access a database that works anywhere and then sync seamlessly with the server whenever they're connected. It works like Outlook and Exchange Server, providing offline access to data and then making sure everything is synced to the backend when possible. Obviously, it is secure and managed, and will work with whatever compliance policies the organization has created as well.
Pervasive insight
Building on the business intelligence (BI) capabilities of SQL Server 2005, SQL Server 2008 offers better scalability--where you can perform BI and data warehousing tasks against multiple terabytes of data--and better performance. SQL Server 2005 customers told Microsoft that while they liked that product's BI capabilities, the performance suffered at 20 TB of data and above. Now, Microsoft says even 40 TB of data will be comfortable.
Another related improvement concerns availability. In addition to scaling the database to accommodate more data, it needs to handle more concurrent users as well. So Microsoft has improved SQL Server 2008 to provide predictable performance regardless of the number of users.
Finally, SQL Server 2008, like its predecessor, will work well with current versions of Microsoft Office, and this time around there's no need for a software upgrade: It works out of the box.
Scheduling and pricing
As with previous versions, SQL 2008 is on a slow burn, and Microsoft says it has settled on a 24 to 36 month development cycle. "We changed how we build the product to be more predictable," Ajenstat told me. This credo has become reality even during the beta process, which thus far has been marked by a few public CTP releases. Expect two more CTP releases before the launch.
The target release date for SQL Server 2008 is the second quarter of 2008. It will launch alongside Windows Server 2008 and Visual Studio 2008, though each of those products will be finalized at different times from SQL Server 2008. As with previous versions, Microsoft will ship compact versions of SQL Server 2008 for the desktop and mobile devices in addition to its enterprise-oriented offerings.
The best news, perhaps, is that Microsoft is not raising the price. Compare this to Oracle, where every new feature seems to come with a new $10,000 charge. But licensing fees for SQL Server 2008 are identical to those for SQL Server 2005, despite the many additional features. That's good stuff, and a continuation of Microsoft's aggressive value proposition for this product line.
--Paul Thurrott
October 9-17, 2007
After succeeding, young tycoons try, try again
SAN FRANCISCO--Max Levchin is not easily distracted from his work.
A few years ago, Levchin, one of the young princes of Silicon Valley, bought his first home, a 12-room Edwardian high atop a hill here, for $3.4 million. But Levchin, who made a fortune at age 27 selling PayPal, the online payment service he helped start in 1998, never moved in. He sold it two years later without having slept there for even one night.
Since then, Levchin has moved into his second home, a more expensive one found for him by Nellie Minkova, his girlfriend of eight years who has become his fiancee. But so consumed is he by work on his second company, an Internet start-up focused on sharing photos and videos, that the cartons that contain what Levchin described as "85 percent of my worldly possessions" are still stacked in his living room, five months after moving day.
Levchin, who is now 32, is typical of a new generation of junior titans in Silicon Valley who might be called the prematurely rich--techies worth tens of millions of dollars, sometimes more, at an age when many others are just starting to figure out what to do with their lives.
The Internet, a low-overhead medium with a global reach, has greatly accelerated the wealth creation phenomenon, producing a larger breed of multimillionaires even younger and richer than in the past.
They are happy to be wealthy, of course, but many of these baby-faced technology tycoons often seem indifferent to the buying power of their money, at least at this stage of their lives. Instead, nearly all of them have chosen to throw themselves back into a start-up, not so much because they want a spectacular new home or a personal jet--though many of them do--but because they are in a competition with themselves and one another.
"For most of us, doing it again means surpassing what we've done previously," said Peter A. Thiel, Levchin's partner at PayPal, who also has started a new business, a hedge fund called Clarium Capital. "And that can be a really high bar."
Even among this jittery group of overachievers, Levchin stands out. In part that is because outdoing PayPal may be an all-but-impossible goal. Levchin acknowledges that he has already earned more money than he could ever spend. But he said he would not consider Slide.com, the photo- and video-sharing site he founded in 2005 that is still in its start-up phase, a success unless it is ultimately worth, in real dollars, "at least $1.54 billion"--the price eBay paid for PayPal.
"Otherwise," he asked rhetorically, "what have I learned?"
During his PayPal days, Levchin was so committed to seeing the company succeed that he often sacked out at the office in a sleeping bag he kept under his desk. Considering that he described his apartment during some of this time as "scary," that had a certain logic. Cardboard boxes served as his living room furniture; a discarded computer desk was his dining room table.
These days, despite the phenomenal success of PayPal, which gave him the bulk of a fortune worth around $100 million, Levchin continues to work an average of 15 to 18 hours a day.
"We occasionally go out to eat, he sleeps a few hours, he works out," Minkova said. "But other than that, Max works."
Minkova half-joked that she might appreciate her occasional evenings out with Levchin more, if only he were not on his BlackBerry, answering e-mail messages and checking his Web site.
One friend, Dennis Fong, who sold a company to MTV Networks last year for $102 million (and is already at work on a new start-up), talks about the "weird growling sound" that Levchin tends to make when someone even mentions the name of his chief rival, RockYou.
And so committed is Levchin to seeing Slide.com succeed that he keeps a blood-pressure monitor on his desk. "I don't know what I would do if I couldn't start companies," he said. "I'd probably think about slitting my wrists."
A few years ago, Levchin, one of the young princes of Silicon Valley, bought his first home, a 12-room Edwardian high atop a hill here, for $3.4 million. But Levchin, who made a fortune at age 27 selling PayPal, the online payment service he helped start in 1998, never moved in. He sold it two years later without having slept there for even one night.
Since then, Levchin has moved into his second home, a more expensive one found for him by Nellie Minkova, his girlfriend of eight years who has become his fiancee. But so consumed is he by work on his second company, an Internet start-up focused on sharing photos and videos, that the cartons that contain what Levchin described as "85 percent of my worldly possessions" are still stacked in his living room, five months after moving day.
Levchin, who is now 32, is typical of a new generation of junior titans in Silicon Valley who might be called the prematurely rich--techies worth tens of millions of dollars, sometimes more, at an age when many others are just starting to figure out what to do with their lives.
The Internet, a low-overhead medium with a global reach, has greatly accelerated the wealth creation phenomenon, producing a larger breed of multimillionaires even younger and richer than in the past.
They are happy to be wealthy, of course, but many of these baby-faced technology tycoons often seem indifferent to the buying power of their money, at least at this stage of their lives. Instead, nearly all of them have chosen to throw themselves back into a start-up, not so much because they want a spectacular new home or a personal jet--though many of them do--but because they are in a competition with themselves and one another.
"For most of us, doing it again means surpassing what we've done previously," said Peter A. Thiel, Levchin's partner at PayPal, who also has started a new business, a hedge fund called Clarium Capital. "And that can be a really high bar."
Even among this jittery group of overachievers, Levchin stands out. In part that is because outdoing PayPal may be an all-but-impossible goal. Levchin acknowledges that he has already earned more money than he could ever spend. But he said he would not consider Slide.com, the photo- and video-sharing site he founded in 2005 that is still in its start-up phase, a success unless it is ultimately worth, in real dollars, "at least $1.54 billion"--the price eBay paid for PayPal.
"Otherwise," he asked rhetorically, "what have I learned?"
During his PayPal days, Levchin was so committed to seeing the company succeed that he often sacked out at the office in a sleeping bag he kept under his desk. Considering that he described his apartment during some of this time as "scary," that had a certain logic. Cardboard boxes served as his living room furniture; a discarded computer desk was his dining room table.
These days, despite the phenomenal success of PayPal, which gave him the bulk of a fortune worth around $100 million, Levchin continues to work an average of 15 to 18 hours a day.
"We occasionally go out to eat, he sleeps a few hours, he works out," Minkova said. "But other than that, Max works."
Minkova half-joked that she might appreciate her occasional evenings out with Levchin more, if only he were not on his BlackBerry, answering e-mail messages and checking his Web site.
One friend, Dennis Fong, who sold a company to MTV Networks last year for $102 million (and is already at work on a new start-up), talks about the "weird growling sound" that Levchin tends to make when someone even mentions the name of his chief rival, RockYou.
And so committed is Levchin to seeing Slide.com succeed that he keeps a blood-pressure monitor on his desk. "I don't know what I would do if I couldn't start companies," he said. "I'd probably think about slitting my wrists."
Saturday, October 27, 2007
卢巧音- 好心分手
好心分手
歌手：卢巧音 专辑：赏味
是否很惊讶讲不出说话
没错我是说你想分手吗
曾给你驯服到就像绵羊
何解会反咬你一下你知吗
回头望伴你走
从来未曾幸福过
赴过汤蹈过火
沿途为何没爱河
下半生陪住你
怀疑快乐也不多
没有心别再拖
好心一早放开我
从头努力也坎坷
通通不要好过
来年岁月那么多
为继续而继续
没有好处还是我
若注定有一点苦楚
不如自己亲手割破
是否不甘心首先给撇下
换了你是我你忍得到吗
捱得过无限次寂寞凌迟
人心态早己看得化也可怕
回头望伴你走
从来未曾幸福过
赴过汤蹈过火
沿途为何没爱河
下半生陪住你
怀疑快乐也不多
没有心别再拖
好心一早放开我
从头努力也坎坷
通通不要好过
来年岁月那么多
为继续而继续
直接不过承认错
若勉强也分到不多
不如什么也摔破
难捱就无谓再拖
好心一早放开我
从头努力也坎坷
通通不要好过
来年岁月那么多
为继续而继续
没有好处还是我
若注定有一点苦楚
不如自己亲手割破
(偶遇一青岛女孩，不过无缘牵手一生，尚清醒时忍痛割断了，就在今晚。。。)
歌手：卢巧音 专辑：赏味
是否很惊讶讲不出说话
没错我是说你想分手吗
曾给你驯服到就像绵羊
何解会反咬你一下你知吗
回头望伴你走
从来未曾幸福过
赴过汤蹈过火
沿途为何没爱河
下半生陪住你
怀疑快乐也不多
没有心别再拖
好心一早放开我
从头努力也坎坷
通通不要好过
来年岁月那么多
为继续而继续
没有好处还是我
若注定有一点苦楚
不如自己亲手割破
是否不甘心首先给撇下
换了你是我你忍得到吗
捱得过无限次寂寞凌迟
人心态早己看得化也可怕
回头望伴你走
从来未曾幸福过
赴过汤蹈过火
沿途为何没爱河
下半生陪住你
怀疑快乐也不多
没有心别再拖
好心一早放开我
从头努力也坎坷
通通不要好过
来年岁月那么多
为继续而继续
直接不过承认错
若勉强也分到不多
不如什么也摔破
难捱就无谓再拖
好心一早放开我
从头努力也坎坷
通通不要好过
来年岁月那么多
为继续而继续
没有好处还是我
若注定有一点苦楚
不如自己亲手割破
(偶遇一青岛女孩，不过无缘牵手一生，尚清醒时忍痛割断了，就在今晚。。。)
Friday, October 26, 2007
Have I Told You Lately That I Love You. - Rod Stewart 成名作
Have I told you lately I love you? Well, lately I love you!
Even though I’ve said it before, I wanted to say it now once again,
So you would know that you are on my mind, too
And before anything happened for we never know where or when.
No matter how burdened or busy I may have been
Not a day passed that I didn’t think of you,
And how much I love you and how grateful that you’re my friend
We were not always in agreement but one another true.
Don’t let the day come when you feel regret
That you didn’t tell those you love how you feel,
Waiting until the right time which you may never get
So make it a point to let them know your love is real.
Seize the moment, “Carpe Diem”, good advice I’d say
I wonder if we asked someone who recently lost someone dear,
Would they have made it a priority to say “I love you” each day
Or have waited to tell them sometime the following year.
No guarantee of tomorrow, not even finishing an hour or two
Don’t let the time escape and to never have the opportunity
To all your friends and loved ones, “I love you” be sure and say
Have I told you lately I love you? Well, lately, I love you!
Wednesday, October 24, 2007
Ballmer: Phones are like remote control for life
Updated 4:40 p.m. to note Microsoft not interested in bidding for wireless spectrum.
SAN FRANCISCO--Cell phones are so great these days that some people have started carrying two.
Well, that's not exactly true. A growing number of people do have multiple cell phones, but it's actually a failure, not a success of the industry, Microsoft CEO Steve Ballmer said on Tuesday.
People are finding they need one phone for work and another for home, or one phone for e-mail and another for making phone calls.
"That strikes me as incredibly odd," Ballmer said in a keynote speech at the CTIA Fall 2007 trade show here.
The goal of the industry--and of Microsoft--should be to create devices that work for both home and work and are capable of handling running business applications, unified messaging and gaming.
"In a sense we have to think about the phone as almost a universal remote control for your life," Ballmer said.
Ballmer even conceded that the phone is taking on a more central role than the computer for many people.
"The phone has a unique role," he said. "While the PC is the most powerful device, the phone is most popular device." In a world of services (think Windows Live) that run over a variety of devices, it is the phone that any individual is most likely to have at any given time, he said.
In some cases, the phone will be the computer.
"In many countries the phone will be the PC for people that have very little money," he said, pointing to a scenario in which the phone plugs into a docking station and connects up to a keyboard and television to act as a PC-like device, something Microsoft has been developing in its labs and hopes to start testing over the next 12 months.
How many devices do you carry? For those that do carry more than one, what would it take for you to carry one? Feel free to sound off below or drop me a note.
Update: Ballmer also noted that Microsoft is not planning to bid in the upcoming U.S. wireless spectrum auction as some of its rivals are said to be planning to do.
"What would it buy us to own a piece of spectrum," he said. "It would probably do a lot to alienate the telecom industry."
SAN FRANCISCO--Cell phones are so great these days that some people have started carrying two.
Well, that's not exactly true. A growing number of people do have multiple cell phones, but it's actually a failure, not a success of the industry, Microsoft CEO Steve Ballmer said on Tuesday.
People are finding they need one phone for work and another for home, or one phone for e-mail and another for making phone calls.
"That strikes me as incredibly odd," Ballmer said in a keynote speech at the CTIA Fall 2007 trade show here.
The goal of the industry--and of Microsoft--should be to create devices that work for both home and work and are capable of handling running business applications, unified messaging and gaming.
"In a sense we have to think about the phone as almost a universal remote control for your life," Ballmer said.
Ballmer even conceded that the phone is taking on a more central role than the computer for many people.
"The phone has a unique role," he said. "While the PC is the most powerful device, the phone is most popular device." In a world of services (think Windows Live) that run over a variety of devices, it is the phone that any individual is most likely to have at any given time, he said.
In some cases, the phone will be the computer.
"In many countries the phone will be the PC for people that have very little money," he said, pointing to a scenario in which the phone plugs into a docking station and connects up to a keyboard and television to act as a PC-like device, something Microsoft has been developing in its labs and hopes to start testing over the next 12 months.
How many devices do you carry? For those that do carry more than one, what would it take for you to carry one? Feel free to sound off below or drop me a note.
Update: Ballmer also noted that Microsoft is not planning to bid in the upcoming U.S. wireless spectrum auction as some of its rivals are said to be planning to do.
"What would it buy us to own a piece of spectrum," he said. "It would probably do a lot to alienate the telecom industry."
Monday, October 22, 2007
MM想嫁有钱人，金融家的回复令人拍案叫绝
一个年轻漂亮的美国女孩在美国一家大型网上论坛金融版上发表了这样一个问题帖：我怎样才能嫁给有钱人？
“我下面要说的都是心里话。本人25岁，非常漂亮，是那种让人惊艳的漂亮，谈吐文雅，有品位，想嫁给年薪 50万美元的人。你也许会说我贪心，但在纽约年薪100万才算是中产，本人的要求其实不高。
这个版上有没有年薪超过 50万的人？你们都结婚了吗？我想请教各位一个问题——怎样才能嫁给你们这样的有钱人？我约会过的人中，最有钱的年薪 25 万，这似乎是我的上限。要住进纽约中心公园以西的高尚住宅区，年薪25万远远不够。我是来诚心诚意请教的。有几个具体的问题：一、有钱的单身汉一般都在哪里消磨时光？ (请列出酒吧、饭店、健身房的名字和详细地址。)二、我应该把目标定在哪个年龄段？三、为什么有些富豪的妻子看起来相貌平平？我见过有些女孩，长相如同白开水，毫无吸引人的地方，但她们却能嫁入豪门。而单身酒吧里那些迷死人的美女却运气不佳。四、你们怎么决定谁能做妻子，谁只能做女朋友？ (我现在的目标是结婚。)”——波尔斯女士
下面是一个华尔街金融家的回帖：
“亲爱的波尔斯：我怀着极大的兴趣看完了贵帖，相信不少女士也有跟你类似的疑问。让我以一个投资专家的身份，对你的处境做一分析。我年薪超过50万，符合你的择偶标准，所以请相信我并不是在浪费大家的时间。
从生意人的角度来看，跟你结婚是个糟糕的经营决策，道理再明白不过，请听我解释。抛开细枝末节，你所说的其实是一笔简单的“财”“貌”交易：甲方提供述人的外表，乙万出钱，公平交易，童叟无欺。但是，这里有个致命的问题，你的美貌会消逝，但我的钱却不会无缘无故减少。事实上，我的收入很可能会逐年涕增．而你不可能一年比一年漂亮。
因此，从经济学的角度讲，我是增值资产，你是贬值资产，不但贬值，而且是加速贬值!你现在25，在未来的五年里，你仍可以保持窈窕的身段，俏丽的容貌，虽然每年略有退步。但美貌消逝的速度会越来越快，如果它是你仅有的资产，十年以后你的价值甚忧。
用华尔街术语说，每笔交易都有一个仓位，跟你交往属于“交易仓位”(tradingl position)，一旦价值下跌就要立即抛售，而不宜长期持有 ——也就是你想要的婚姻。听起来很残忍，但对一件会加速贬值的物资，明智的选择是租赁，而不是购入。年薪能超过50万的人，当然都不是傻瓜，因此我们只会跟你交往，但不会跟你结婚。所以我劝你不要苦苦寻找嫁给有钱人的秘方。顺便说一句，你倒可以想办法把自己变成年薪50万的人，这比碰到一个有钱的傻瓜的胜算要大。
希望我的回帖能对你有帮助。如果你对“租赁”感兴趣，请跟我联系。”——罗波．坎贝尔（J·P·摩根银行多种产业投资顾问）
“我下面要说的都是心里话。本人25岁，非常漂亮，是那种让人惊艳的漂亮，谈吐文雅，有品位，想嫁给年薪 50万美元的人。你也许会说我贪心，但在纽约年薪100万才算是中产，本人的要求其实不高。
这个版上有没有年薪超过 50万的人？你们都结婚了吗？我想请教各位一个问题——怎样才能嫁给你们这样的有钱人？我约会过的人中，最有钱的年薪 25 万，这似乎是我的上限。要住进纽约中心公园以西的高尚住宅区，年薪25万远远不够。我是来诚心诚意请教的。有几个具体的问题：一、有钱的单身汉一般都在哪里消磨时光？ (请列出酒吧、饭店、健身房的名字和详细地址。)二、我应该把目标定在哪个年龄段？三、为什么有些富豪的妻子看起来相貌平平？我见过有些女孩，长相如同白开水，毫无吸引人的地方，但她们却能嫁入豪门。而单身酒吧里那些迷死人的美女却运气不佳。四、你们怎么决定谁能做妻子，谁只能做女朋友？ (我现在的目标是结婚。)”——波尔斯女士
下面是一个华尔街金融家的回帖：
“亲爱的波尔斯：我怀着极大的兴趣看完了贵帖，相信不少女士也有跟你类似的疑问。让我以一个投资专家的身份，对你的处境做一分析。我年薪超过50万，符合你的择偶标准，所以请相信我并不是在浪费大家的时间。
从生意人的角度来看，跟你结婚是个糟糕的经营决策，道理再明白不过，请听我解释。抛开细枝末节，你所说的其实是一笔简单的“财”“貌”交易：甲方提供述人的外表，乙万出钱，公平交易，童叟无欺。但是，这里有个致命的问题，你的美貌会消逝，但我的钱却不会无缘无故减少。事实上，我的收入很可能会逐年涕增．而你不可能一年比一年漂亮。
因此，从经济学的角度讲，我是增值资产，你是贬值资产，不但贬值，而且是加速贬值!你现在25，在未来的五年里，你仍可以保持窈窕的身段，俏丽的容貌，虽然每年略有退步。但美貌消逝的速度会越来越快，如果它是你仅有的资产，十年以后你的价值甚忧。
用华尔街术语说，每笔交易都有一个仓位，跟你交往属于“交易仓位”(tradingl position)，一旦价值下跌就要立即抛售，而不宜长期持有 ——也就是你想要的婚姻。听起来很残忍，但对一件会加速贬值的物资，明智的选择是租赁，而不是购入。年薪能超过50万的人，当然都不是傻瓜，因此我们只会跟你交往，但不会跟你结婚。所以我劝你不要苦苦寻找嫁给有钱人的秘方。顺便说一句，你倒可以想办法把自己变成年薪50万的人，这比碰到一个有钱的傻瓜的胜算要大。
希望我的回帖能对你有帮助。如果你对“租赁”感兴趣，请跟我联系。”——罗波．坎贝尔（J·P·摩根银行多种产业投资顾问）
Saturday, October 20, 2007
5 Frogs on a Log
Five frogs are sitting on a log. Four decide to jump off.
Question: How many are left?
Answer: Five. (Because there is a difference between deciding and doing.)
There are a lot more people "deciding" to implement Activity Based Management (ABM) than there are people actually "doing" ABM. A January 1999 survey of people who attended 1998 American Management Association ABM workshops shows:
1. 22% are "doing" ABM. They successfully self-implemented after the workshop.
2. 74% "decided" to implement ABM but deferred it to 1999.
3. 4% could not get senior management to "decide" or "do".
A similar survey was performed of those organizations that purchased an ABM Self-Implementation Toolkit. Each ABM Toolkit contains PC-software, tutorial, an Activity Dictionary, step-by-step instructions plus an ABM & ABC case study with data disk. That survey shows:
1. 50% are "doing" ABM. They successfully self-implemented ABM & ABC in less than 120 days.
2. 50% "decided" to implement ABM but deferred it to 1999.
What can we learn from these two surveys?
1. In contrast to 5 years ago, managers no longer question the potential benefits of ABM. They have decided that they need ABM to support improved decision-making and continuous improvement.
2. Your chances of ABM success are greatly enhanced if you purchase an ABM Toolkit … 50% versus 22%.
3. One ABM Toolkit user shared the following comments regarding their implementation: "We have recognized that certain activities are costing us more than we realized. ABM has inspired a "team" approach by our management to bring about changes to non-value activities that will positively affect our bottom line. ABM has made us a "team" on a common goal."
Be an ABM doer!
Send your comments to TomPryor@ICMS.netw
If this article has inspired you and your organization to cut costs this year, call us at 817-475-2945, or e-mail your needs to tompryor@icms.net.
Question: How many are left?
Answer: Five. (Because there is a difference between deciding and doing.)
There are a lot more people "deciding" to implement Activity Based Management (ABM) than there are people actually "doing" ABM. A January 1999 survey of people who attended 1998 American Management Association ABM workshops shows:
1. 22% are "doing" ABM. They successfully self-implemented after the workshop.
2. 74% "decided" to implement ABM but deferred it to 1999.
3. 4% could not get senior management to "decide" or "do".
A similar survey was performed of those organizations that purchased an ABM Self-Implementation Toolkit. Each ABM Toolkit contains PC-software, tutorial, an Activity Dictionary, step-by-step instructions plus an ABM & ABC case study with data disk. That survey shows:
1. 50% are "doing" ABM. They successfully self-implemented ABM & ABC in less than 120 days.
2. 50% "decided" to implement ABM but deferred it to 1999.
What can we learn from these two surveys?
1. In contrast to 5 years ago, managers no longer question the potential benefits of ABM. They have decided that they need ABM to support improved decision-making and continuous improvement.
2. Your chances of ABM success are greatly enhanced if you purchase an ABM Toolkit … 50% versus 22%.
3. One ABM Toolkit user shared the following comments regarding their implementation: "We have recognized that certain activities are costing us more than we realized. ABM has inspired a "team" approach by our management to bring about changes to non-value activities that will positively affect our bottom line. ABM has made us a "team" on a common goal."
Be an ABM doer!
Send your comments to TomPryor@ICMS.netw
If this article has inspired you and your organization to cut costs this year, call us at 817-475-2945, or e-mail your needs to tompryor@icms.net.
Wednesday, October 17, 2007
《痴心绝对》
痴心绝对
李圣杰
想用一杯latte把你灌醉
好让你能多爱我一点
暗恋的滋味你不懂这种感觉
早有人陪的你永远不会
看见你和他在我面前
证明我的爱只是愚昧
你不懂我的那些憔悴
是你永远不曾过的体会
为你付出那种伤心你永远不了解
我又何苦勉强自己爱上你的一切
你又狠狠逼退我的防备
静静关上门来默数我的泪
明知道让你离开他的世界不可能会
我还傻傻等到奇迹出现的那一天
直到那一天你会发现
真正爱你的人独自守着伤悲
看见你和他在我面前
证明我的爱只是愚昧
你不懂我的那些憔悴
是你永远不曾过的体会
明知道让你离开他的世界不可能会
我还傻傻等到奇迹出现的那一天
直到那一天你会发现
真正爱你的人独自守着伤悲
曾经我以为我自己会后悔
不想爱得太多痴心绝对
为你落第一滴泪
为你作任何改变
也唤不回你对我的坚决
为你付出那种伤心你永远不了解
我又何苦勉强自己爱上你的一切
你又狠狠逼退我的防备
静静关上门来默数我的泪
明知道让你离开他的世界不可能会
我还傻傻等到奇迹出现的那一天
直到那一天你会发现
真正爱你的人独自守着伤悲
直到那一天你会发现
真正爱你的人独自守着伤悲
李圣杰
想用一杯latte把你灌醉
好让你能多爱我一点
暗恋的滋味你不懂这种感觉
早有人陪的你永远不会
看见你和他在我面前
证明我的爱只是愚昧
你不懂我的那些憔悴
是你永远不曾过的体会
为你付出那种伤心你永远不了解
我又何苦勉强自己爱上你的一切
你又狠狠逼退我的防备
静静关上门来默数我的泪
明知道让你离开他的世界不可能会
我还傻傻等到奇迹出现的那一天
直到那一天你会发现
真正爱你的人独自守着伤悲
看见你和他在我面前
证明我的爱只是愚昧
你不懂我的那些憔悴
是你永远不曾过的体会
明知道让你离开他的世界不可能会
我还傻傻等到奇迹出现的那一天
直到那一天你会发现
真正爱你的人独自守着伤悲
曾经我以为我自己会后悔
不想爱得太多痴心绝对
为你落第一滴泪
为你作任何改变
也唤不回你对我的坚决
为你付出那种伤心你永远不了解
我又何苦勉强自己爱上你的一切
你又狠狠逼退我的防备
静静关上门来默数我的泪
明知道让你离开他的世界不可能会
我还傻傻等到奇迹出现的那一天
直到那一天你会发现
真正爱你的人独自守着伤悲
直到那一天你会发现
真正爱你的人独自守着伤悲
搞笑英语翻译
1． we two who and who？
咱俩谁跟谁阿
2． how are you ? how old are you?
怎么是你，怎么老是你？
3． you don’t bird me,I don’t bird you
你不鸟我，我也不鸟你
4． you have seed I will give you some color to see see, brothers ！together
你有种，我要给你点颜色瞧瞧，兄弟们，一起上！
5． hello everybody!if you have something to say,then say!if you have
nothing to say,go home!!
有事起奏，无事退朝
6． you me you me
彼此彼此
7． You Give Me Stop!!
你给我站住！
8． know is know noknow is noknow
知之为知之，不知为不知…
9． WATCH SISTER
表妹
10． dragon born dragon,chicken born chicken,mouse’’son can make hole!!
龙生龙，凤生凤，老鼠的儿子会打洞！
11． American Chinese not enough
美中不足
12． one car come one car go ,two car pengpeng,people die
车祸现场描述
13． heart flower angry open
心花怒放
14． go past no mistake past
走过路过，不要错过
15． 小明：I am sorry!
老外：I am sorry too!
小明：I am sorry three!
老外：What are you sorry four?
小明：I am sorry five!
16． If you want money,I have no;if you want life,I have one!
要钱没有，要命一条
17． I call Li old big. toyear 25.
我叫李老大，今年25。
18． you have two down son。
你有两下子。
19． as far as you go to die
有多远，死多远！！！！
20． I give you face you don’’t wanna face,you lose you face ,I turn my
给你脸你不要脸，你丢脸，我翻脸
咱俩谁跟谁阿
2． how are you ? how old are you?
怎么是你，怎么老是你？
3． you don’t bird me,I don’t bird you
你不鸟我，我也不鸟你
4． you have seed I will give you some color to see see, brothers ！together
你有种，我要给你点颜色瞧瞧，兄弟们，一起上！
5． hello everybody!if you have something to say,then say!if you have
nothing to say,go home!!
有事起奏，无事退朝
6． you me you me
彼此彼此
7． You Give Me Stop!!
你给我站住！
8． know is know noknow is noknow
知之为知之，不知为不知…
9． WATCH SISTER
表妹
10． dragon born dragon,chicken born chicken,mouse’’son can make hole!!
龙生龙，凤生凤，老鼠的儿子会打洞！
11． American Chinese not enough
美中不足
12． one car come one car go ,two car pengpeng,people die
车祸现场描述
13． heart flower angry open
心花怒放
14． go past no mistake past
走过路过，不要错过
15． 小明：I am sorry!
老外：I am sorry too!
小明：I am sorry three!
老外：What are you sorry four?
小明：I am sorry five!
16． If you want money,I have no;if you want life,I have one!
要钱没有，要命一条
17． I call Li old big. toyear 25.
我叫李老大，今年25。
18． you have two down son。
你有两下子。
19． as far as you go to die
有多远，死多远！！！！
20． I give you face you don’’t wanna face,you lose you face ,I turn my
给你脸你不要脸，你丢脸，我翻脸
Tuesday, October 16, 2007
腾讯成立中国互联网首家研究院
近日，腾讯公司宣布经过了一年多的筹备，投资过亿元的腾讯研究院正式挂牌成立，并聘任腾讯公司首席架构师郑全战博士为腾讯研究院的负责人。腾讯公司表示，作为腾讯公司的核心技术研发平台，腾讯研究院将主要着眼于研发未来2-5年内互联网实用基础技术，提升下一代互联网创新；同时，该研究院还将与全国一流的科研机构紧密合作，共同为中国互联网储备和培养高端技术人才。
原文：http://www.pconline.com.cn/pcedu/softnews/yejie/0710/1129674.html
附录：
腾讯研究院负责人，腾讯首席架构师郑全战博士简介：
郑全战博士，腾讯公司首席架构师，腾讯研究院负责人。2006年加入腾讯。
出任现职前，郑博士曾在美国微软总部工作八年，先后全程参与了Windows 98, ME, 2000, XP, 2003, Vista的研发。同时也是DirectX 6.0到9.0的主要研发者。在微软MSN CDC（中国研发中心）工作一年，负责Windows Live的项目研发。
郑博士曾于1992年翻译了微软在中国正式出版的第一本书《Microsoft Windows开发环境与技术》。郑博士是最早在中国介绍Windows NT技术的人之一，共写作和翻译了十多本有关Windows技术及编程的书籍，如《未公开的Windows核心技术》，《Windows 95程序设计》，《Windows NT 3.5高级编程技术》。
郑博士分别于1991年，1994年取得北京大学计算机学士和硕士学位，于2001年取得美国明尼苏达大学计算机博士学位。
原文：http://www.pconline.com.cn/pcedu/softnews/yejie/0710/1129674.html
附录：
腾讯研究院负责人，腾讯首席架构师郑全战博士简介：
郑全战博士，腾讯公司首席架构师，腾讯研究院负责人。2006年加入腾讯。
出任现职前，郑博士曾在美国微软总部工作八年，先后全程参与了Windows 98, ME, 2000, XP, 2003, Vista的研发。同时也是DirectX 6.0到9.0的主要研发者。在微软MSN CDC（中国研发中心）工作一年，负责Windows Live的项目研发。
郑博士曾于1992年翻译了微软在中国正式出版的第一本书《Microsoft Windows开发环境与技术》。郑博士是最早在中国介绍Windows NT技术的人之一，共写作和翻译了十多本有关Windows技术及编程的书籍，如《未公开的Windows核心技术》，《Windows 95程序设计》，《Windows NT 3.5高级编程技术》。
郑博士分别于1991年，1994年取得北京大学计算机学士和硕士学位，于2001年取得美国明尼苏达大学计算机博士学位。
Monday, October 15, 2007
THE INTERVIEW WITH GOD
THE INTERVIEW WITH GOD
I dreamed I had an Interview with GOD.
"So you would like to interview me?"GOD asked.
"If you have the time,"I said.
GOD smiled.
"My time is eternity...What questions do you have in mind for me?"
"What suprises you most about humankind?"
GOD answered...
"That they get bored with childhood,
the rush to grow up,
and then long to be chilren again."
"That they lose their health to make money...
and then lose their money to restore their health."
"That by thinking anxiously about future,
they forget the present,
such that they live in neither the present nor the future."
"That they live as if they will never die,
and die as though they had never lived."
GOD`s hand took mine
and we were silent for awhile.
And then I asked,
"As a present,
what are some of the life`s lessons
you want your children to learn?"
"To learn they cannot make anyone love them.
All they can do is
let themselves be loved."
"To learn that it is not good
to compare themselves to others."
"To learn to forgive
by practicing forgiveness."
"To learn that it only takes
a few seconds to open profound wounds
in those they love,
and it can take many years
to heal them."
"To learn that a rich person
is not one who has the most,
but is one who needs the least."
"To learn that there are
people who love them dearly,
but simply do not yet know how
to express or show their feelings."
"To learn that two people
can look at the same thing
and see it differently."
"To learn that it is not enough
that they forgive one another,
but they must alse forgive themselves."
"Thank you for your time,"
I said humbly.
"Is there anything else you`d like your children to know?"
GOD smiled and said...
"Just know that I am here."
"Always."
I dreamed I had an Interview with GOD.
"So you would like to interview me?"GOD asked.
"If you have the time,"I said.
GOD smiled.
"My time is eternity...What questions do you have in mind for me?"
"What suprises you most about humankind?"
GOD answered...
"That they get bored with childhood,
the rush to grow up,
and then long to be chilren again."
"That they lose their health to make money...
and then lose their money to restore their health."
"That by thinking anxiously about future,
they forget the present,
such that they live in neither the present nor the future."
"That they live as if they will never die,
and die as though they had never lived."
GOD`s hand took mine
and we were silent for awhile.
And then I asked,
"As a present,
what are some of the life`s lessons
you want your children to learn?"
"To learn they cannot make anyone love them.
All they can do is
let themselves be loved."
"To learn that it is not good
to compare themselves to others."
"To learn to forgive
by practicing forgiveness."
"To learn that it only takes
a few seconds to open profound wounds
in those they love,
and it can take many years
to heal them."
"To learn that a rich person
is not one who has the most,
but is one who needs the least."
"To learn that there are
people who love them dearly,
but simply do not yet know how
to express or show their feelings."
"To learn that two people
can look at the same thing
and see it differently."
"To learn that it is not enough
that they forgive one another,
but they must alse forgive themselves."
"Thank you for your time,"
I said humbly.
"Is there anything else you`d like your children to know?"
GOD smiled and said...
"Just know that I am here."
"Always."
Sunday, October 14, 2007
这辈子我欠你的
交往的一年多的时间里，我从来没有去过你家，每次都是到公交车站就止步了。虽然你说过你家在郊区，住的平房，可我仍然没有概念那是个什么地方。终于，昨天下午，我一个人坐上了那趟公交，那趟你天天回家要坐的公交。我不知道是一种什么力量在驱动着我，我就是想看看你住的地方，甚至幻想着能与你邂逅。
坐在公交上，我不停的望着街上的一切景象，这都是你每天回家都要看到的景象，我在想象你看到每一个角落的心情，或许你曾经也坐在这样一个位置，用这样一个角度去观察这一切。
公交开了好久，停了好多站了，可是我感觉还是没有到你家，不过我渐渐感觉到你以前每次回家该是多么的疲惫，这么远的路程，这么多的车站，这么偏僻的小山区，你几乎每天都要经历，我心情慢慢变得沉重，鼻子有一点酸了。不过慢慢的，前方又进入了一个比较繁华的城区了，我想这就是你以前跟我讲的你们区的中心了，里面建了好多新房，还有好多在建，我又在想，你以前说让我在你们郊区买房，或许就是这中间的某一间吧，如果我有钱我真希望能在这买一套，让你和你妈能够从郊区搬到这来，可惜我让你失望了。
公交还继续开，又出了城区，眼看就要到山脚下了，我忍不住问了售票员你家那一站（你以前买票的时候我记下了那一站），结果她告诉我：“还早着呢，得到头了。”，我听到这句话，心变得好酸好酸，原来你们家这么远，这么偏。你每天都从繁华的城区回到这偏僻山脚，这该是多么的落差，该是多么的忧愁，可是我从来没有感觉到你流露过一丝的忧伤，我顿时感觉到你好坚强！虽然我的老家也在农村，但也不曾这么偏僻，不在山脚下，也早已不住平房。况且我每年只会回家一次，只会忍受一次从都市到农村那种从天上到地下的感觉，可是你每天都在经历......
终于，我到了那一站。我下车走到一个十字路口，这已经是山脚下，山那边恐怕已经不是北京的辖区了，四面都是破旧的平房，我忍不住流下了眼泪，我后悔来晚了，后悔给你的太少太少了，欠你的太多太多了。我毫无目的地转了一圈，我无法确认哪一间是你们家，但是我能感觉你就住在附近。我想向一位大爷打听你家在哪，但是最终没有勇气去问。我在一座小桥上站了很久，什么也没想，就是看看后面的大山，看看周围的平房，我想用我的眼睛录下这一切，留在心灵深处，作为永久的回忆。我也在奢望你会从这桥上经过，我偷偷地往上你一眼。可是终究什么都没有发生。我走了，没有看到你，也没用弄清楚你家在哪，但是我感觉到了你，也想明白了你为什么那么坚强，那么善解人意。我都知道了，可是都已经太晚了，这辈子我欠你的。
坐在公交上，我不停的望着街上的一切景象，这都是你每天回家都要看到的景象，我在想象你看到每一个角落的心情，或许你曾经也坐在这样一个位置，用这样一个角度去观察这一切。
公交开了好久，停了好多站了，可是我感觉还是没有到你家，不过我渐渐感觉到你以前每次回家该是多么的疲惫，这么远的路程，这么多的车站，这么偏僻的小山区，你几乎每天都要经历，我心情慢慢变得沉重，鼻子有一点酸了。不过慢慢的，前方又进入了一个比较繁华的城区了，我想这就是你以前跟我讲的你们区的中心了，里面建了好多新房，还有好多在建，我又在想，你以前说让我在你们郊区买房，或许就是这中间的某一间吧，如果我有钱我真希望能在这买一套，让你和你妈能够从郊区搬到这来，可惜我让你失望了。
公交还继续开，又出了城区，眼看就要到山脚下了，我忍不住问了售票员你家那一站（你以前买票的时候我记下了那一站），结果她告诉我：“还早着呢，得到头了。”，我听到这句话，心变得好酸好酸，原来你们家这么远，这么偏。你每天都从繁华的城区回到这偏僻山脚，这该是多么的落差，该是多么的忧愁，可是我从来没有感觉到你流露过一丝的忧伤，我顿时感觉到你好坚强！虽然我的老家也在农村，但也不曾这么偏僻，不在山脚下，也早已不住平房。况且我每年只会回家一次，只会忍受一次从都市到农村那种从天上到地下的感觉，可是你每天都在经历......
终于，我到了那一站。我下车走到一个十字路口，这已经是山脚下，山那边恐怕已经不是北京的辖区了，四面都是破旧的平房，我忍不住流下了眼泪，我后悔来晚了，后悔给你的太少太少了，欠你的太多太多了。我毫无目的地转了一圈，我无法确认哪一间是你们家，但是我能感觉你就住在附近。我想向一位大爷打听你家在哪，但是最终没有勇气去问。我在一座小桥上站了很久，什么也没想，就是看看后面的大山，看看周围的平房，我想用我的眼睛录下这一切，留在心灵深处，作为永久的回忆。我也在奢望你会从这桥上经过，我偷偷地往上你一眼。可是终究什么都没有发生。我走了，没有看到你，也没用弄清楚你家在哪，但是我感觉到了你，也想明白了你为什么那么坚强，那么善解人意。我都知道了，可是都已经太晚了，这辈子我欠你的。
Tuesday, October 9, 2007
买房了
国庆回家买了套房子，也没有想太多，买了再说吧，反正觉得环境挺不错了，还有个篮球场喔:)。
中天星城·御花园——城市首席·醇生态上品社区中天星城·御花园——城市首席·醇生态上品社区
中天星城1期·御花园，共计356户，由16栋花园洋房组成，每栋均为12层带电梯的小高层，一梯两户，南北通透；中天星城2期·鸿景园，由三栋高层组成，约300余户。高达85%的绿化覆盖率，15%超低建筑覆盖率，6万余平方米的土地，拥有5.2万平方米超大景观园林；最大150米楼间距。中天星城，打造高品质及生态健康的居住产品，实现一个阶层的居住理想。中天星城·御花园仅为1.6的建筑容积率，却规划一梯两户、带电梯的12层小高层户型。
开发企业：衡阳市中天建设开发总公司
主力户型：137-155m2三房两厅，236-286m2五房两厅
售楼热线：8813999 8812222
销售价格：均价2080元 /m2 (我买的时候已经涨到2300了）
楼盘地址：衡阳市华新立交桥东南侧（外环西路）
中天星城*御花园业主QQ群:42359345
中天星城·御花园——城市首席·醇生态上品社区中天星城·御花园——城市首席·醇生态上品社区
中天星城1期·御花园，共计356户，由16栋花园洋房组成，每栋均为12层带电梯的小高层，一梯两户，南北通透；中天星城2期·鸿景园，由三栋高层组成，约300余户。高达85%的绿化覆盖率，15%超低建筑覆盖率，6万余平方米的土地，拥有5.2万平方米超大景观园林；最大150米楼间距。中天星城，打造高品质及生态健康的居住产品，实现一个阶层的居住理想。中天星城·御花园仅为1.6的建筑容积率，却规划一梯两户、带电梯的12层小高层户型。
开发企业：衡阳市中天建设开发总公司
主力户型：137-155m2三房两厅，236-286m2五房两厅
售楼热线：8813999 8812222
销售价格：均价2080元 /m2 (我买的时候已经涨到2300了）
楼盘地址：衡阳市华新立交桥东南侧（外环西路）
中天星城*御花园业主QQ群:42359345
Subscribe to:
Posts (Atom)