A Mobile Virtual Network Operator (MVNO) is a mobile operator that does not own its own spectrum and usually does not have its own network infrastructure. Instead, MVNO's have business arrangements with traditional mobile operators to buy minutes of use (MOU) for sale to their own customers.
Referenced From:
http://www.mobilein.com/what_is_a_mvno.htm
http://en.wikipedia.org/wiki/MVNO
http://www.mvnodirectory.com/mvnodefined.html
April 26, 2007
April 18, 2007
Mr. 6
Mr.6 是一位提供Web 2.0 創業(Entrepreneurship)相關資訊的Blogger。他所提供的資訊或發表之文章常常讓人驚覺 "原來有人在作這件事啊!!"
http://www.mr6.cc/
有興趣的人可以拜訪他的網站，瀏覽更多的訊息！
http://www.mr6.cc/
有興趣的人可以拜訪他的網站，瀏覽更多的訊息！
April 14, 2007
[News] Sun buys up SavaJe, but motive remains unclear
By Mike Dano, Story posted: April 13, 2007 - 6:00 am EDT
http://www.rcrnews.com/apps/pbcs.dll/article?AID=/20070413/FREE/70412013/1013/FREE
Sun Microsystems Inc. announced it acquired SavaJe Technologies, which sold a Java-based operating system for cellphones. Sun provided no information on the deal, including the purchase price, and instead said that “additional information regarding the acquisition of these assets will be unveiled at the annual JavaOne Conference being held in San Francisco, May 8-11, 2007.”
Sun said the transaction will be “immaterial” to its earnings per share.
The announcement brings SavaJe’s long, slow story to a close. The company launched with much fanfare in 2001 and what appeared to be significant support from numerous European carriers. Indeed, T-Mobile and Orange in Europe invested in the company.
SavaJe (pronounced “savage”) promised a fully customizable operating system based on Sun’s Java programming language. SavaJe said at the time that a Java-based OS would put the company ahead of such OS heavyweights as Symbian and Microsoft Corp.
However, as the years dragged by, SavaJe’s prospects dwindled. The company announced in 2004 that LG Electronics Co. Ltd. would build a phone using its operating system, but it is unclear whether the device ever made it to market. Later, in May 2006, SavaJe announced its own Jasper S20 handset, which the company said was built by Group Sense Ltd. of Hong Kong. Again, it’s unclear what impact that handset made.
Now, under Sun’s wing, the SavaJe business gains significant backing. But exactly how Sun will use SavaJe’s technologies remains to be seen.
Sun sells a variety of software products to wireless carriers, and the company’s Java programming language is widely used to run applications such as games on cellphones across the world.
http://www.rcrnews.com/apps/pbcs.dll/article?AID=/20070413/FREE/70412013/1013/FREE
Sun Microsystems Inc. announced it acquired SavaJe Technologies, which sold a Java-based operating system for cellphones. Sun provided no information on the deal, including the purchase price, and instead said that “additional information regarding the acquisition of these assets will be unveiled at the annual JavaOne Conference being held in San Francisco, May 8-11, 2007.”
Sun said the transaction will be “immaterial” to its earnings per share.
The announcement brings SavaJe’s long, slow story to a close. The company launched with much fanfare in 2001 and what appeared to be significant support from numerous European carriers. Indeed, T-Mobile and Orange in Europe invested in the company.
SavaJe (pronounced “savage”) promised a fully customizable operating system based on Sun’s Java programming language. SavaJe said at the time that a Java-based OS would put the company ahead of such OS heavyweights as Symbian and Microsoft Corp.
However, as the years dragged by, SavaJe’s prospects dwindled. The company announced in 2004 that LG Electronics Co. Ltd. would build a phone using its operating system, but it is unclear whether the device ever made it to market. Later, in May 2006, SavaJe announced its own Jasper S20 handset, which the company said was built by Group Sense Ltd. of Hong Kong. Again, it’s unclear what impact that handset made.
Now, under Sun’s wing, the SavaJe business gains significant backing. But exactly how Sun will use SavaJe’s technologies remains to be seen.
Sun sells a variety of software products to wireless carriers, and the company’s Java programming language is widely used to run applications such as games on cellphones across the world.
吃"小統一牛排"有很過份嗎？
當聽到自稱是三級貧戶出身然後飛上枝頭變鳳凰的家庭說出這樣的話，讓人深深瞭解"家庭教育"的重要性。
只能說當有人為了三餐煩惱時，有人卻可以把一客一千多的牛排說的如此輕鬆自然。
只能說當有人為了三餐煩惱時，有人卻可以把一客一千多的牛排說的如此輕鬆自然。
April 11, 2007
Don't get a business degree, get angry
By Anita Roddick
Published: November 15 2006 02:00
I never went to business school. I went to the business school of life. And I did so from an early age. I was brought up in an Italian immigrant family with a work ethic that teetered on the verge of slave labour.
We got up each morning at five to make breakfast for the local fishermen in our café in Littlehampton and did not close until the last customer wandered home. The other cafés opened at nine and shut at five. This was a clue to me about what makes some people entrepreneurs and not others. Our café was owned by ferociously determined immigrants; the others were not.
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This is an important difference and the reason that I do not advise new entrepreneurs to submit themselves first to the rigours of an MBA is that business schools do not understand it. The conventional advice to budding entrepreneurs is that they should groom themselves to be the whizz-kid with a suit and a fascination for spreadsheets that bank managers like.
Actually, potential entrepreneurs are outsiders. They are people who imagine things as they might be, not as they are, and have the drive to change the world. Those are qualities that business schools do not teach. An MBA can give you useful skills that can be applied to a life in business. But they will not teach you the most crucial thing: how to be an entrepreneur. They might also sap what entrepreneurial flair you have as they force you into the template called an MBA pass.
I often get asked to talk about entrepreneurship - even by hallowed institutions such as Harvard and Stanford - but I am not at all convinced it is a subject you can teach. How do you teach obsession - because often it is obsession that drives an entrepreneur's vision? How do you learn to be an outsider if you are not one already?
In the business school model, entrepreneurs are most at home with a balance sheet, a cash-flow forecast and a business plan. They dream of profit forecasts and the day they can take the company public. These are just part of the toolbox of re-imagining the world: they are not the defining characteristics of entrepreneurship. The problem with business schools is that they are controlled by, and obsessed with, the status quo. They encourage you deeper into the world as it is. They transform you into a better example of corporate man. We need good administration and financial flair, after all, but we need people of imagination too.
So here are 10 lessons that entrepreneurs need more than what they teach in business school.
Tell stories. The central tool for imagining the world differently and sharing that vision is not accountancy. It has more to do with the ability to tell a story.Telling stories emphasises what makes you and your company different. Business schools emphasise how to make you toe the line.
Concentrate on creativity. It is critical for any entrepreneur to maximise creativity and to build an atmosphere that encourages people to have ideas. That means open structures, so that accepted thinking can be challenged.
Be an opportunistic collector. When entrepreneurs walk down the street they have their antennae out, evaluating how what they see can relate back to what they are doing. It might be packaging, a word, a poem or something in a different business.
Measure the company according to fun and creativity. Business schools are obsessive about measurement. The result is vast departments of number-crunchers, but often little progress. What is most important in a company - or anything else - is unquantifiable.
Be different, but look safe. If you are different, you will stand out. But do not take risks with people who can make the difference between success and failure, especially if you are a woman trying to borrow money from the bank - which is how I came to be turned down for my original loan.
Be passionate about ideas. Entrepreneurs want to create a livelihood from an idea that has obsessed them; not necessarily a business, but a livelihood. When accumulating money drives out the ideas and the anger behind them, you are no longer an entrepreneur.
Feed your sense of outrage. Discontentment drives you to want to do something about it. There is no point in finding a new vision if you are not angry enough to want it to happen.
Make the most of the female element. Companies as we know them were created by men for men, often influenced by the military model, on complicated and hierarchical lines and are both dominated by authoritarian principles and resistant to change. By setting up their own businesses, women can challenge these models and will be welcomed by customers for doing so.
Believe in yourself and your intuition. There is a fine line between entrepreneurship and insanity. Crazy people see and feel things that others do not. But you have to believe that everything is possible. If you believe it, those around you will believe it too.
Have self-knowledge. You do not need to know how to do everything, butyou must be honest enough with yourself to know what you cannot provide yourself.
Until they can teach these lessons, business schools will remain the whited sepulchres of the status quo.
Dame Anita Roddick, founder of Body Shop, will speak at the British Library tonight for Enterprise Week on the subject of Commerce with a Conscience
Published: November 15 2006 02:00
I never went to business school. I went to the business school of life. And I did so from an early age. I was brought up in an Italian immigrant family with a work ethic that teetered on the verge of slave labour.
We got up each morning at five to make breakfast for the local fishermen in our café in Littlehampton and did not close until the last customer wandered home. The other cafés opened at nine and shut at five. This was a clue to me about what makes some people entrepreneurs and not others. Our café was owned by ferociously determined immigrants; the others were not.
ADVERTISEMENT
This is an important difference and the reason that I do not advise new entrepreneurs to submit themselves first to the rigours of an MBA is that business schools do not understand it. The conventional advice to budding entrepreneurs is that they should groom themselves to be the whizz-kid with a suit and a fascination for spreadsheets that bank managers like.
Actually, potential entrepreneurs are outsiders. They are people who imagine things as they might be, not as they are, and have the drive to change the world. Those are qualities that business schools do not teach. An MBA can give you useful skills that can be applied to a life in business. But they will not teach you the most crucial thing: how to be an entrepreneur. They might also sap what entrepreneurial flair you have as they force you into the template called an MBA pass.
I often get asked to talk about entrepreneurship - even by hallowed institutions such as Harvard and Stanford - but I am not at all convinced it is a subject you can teach. How do you teach obsession - because often it is obsession that drives an entrepreneur's vision? How do you learn to be an outsider if you are not one already?
In the business school model, entrepreneurs are most at home with a balance sheet, a cash-flow forecast and a business plan. They dream of profit forecasts and the day they can take the company public. These are just part of the toolbox of re-imagining the world: they are not the defining characteristics of entrepreneurship. The problem with business schools is that they are controlled by, and obsessed with, the status quo. They encourage you deeper into the world as it is. They transform you into a better example of corporate man. We need good administration and financial flair, after all, but we need people of imagination too.
So here are 10 lessons that entrepreneurs need more than what they teach in business school.
Tell stories. The central tool for imagining the world differently and sharing that vision is not accountancy. It has more to do with the ability to tell a story.Telling stories emphasises what makes you and your company different. Business schools emphasise how to make you toe the line.
Concentrate on creativity. It is critical for any entrepreneur to maximise creativity and to build an atmosphere that encourages people to have ideas. That means open structures, so that accepted thinking can be challenged.
Be an opportunistic collector. When entrepreneurs walk down the street they have their antennae out, evaluating how what they see can relate back to what they are doing. It might be packaging, a word, a poem or something in a different business.
Measure the company according to fun and creativity. Business schools are obsessive about measurement. The result is vast departments of number-crunchers, but often little progress. What is most important in a company - or anything else - is unquantifiable.
Be different, but look safe. If you are different, you will stand out. But do not take risks with people who can make the difference between success and failure, especially if you are a woman trying to borrow money from the bank - which is how I came to be turned down for my original loan.
Be passionate about ideas. Entrepreneurs want to create a livelihood from an idea that has obsessed them; not necessarily a business, but a livelihood. When accumulating money drives out the ideas and the anger behind them, you are no longer an entrepreneur.
Feed your sense of outrage. Discontentment drives you to want to do something about it. There is no point in finding a new vision if you are not angry enough to want it to happen.
Make the most of the female element. Companies as we know them were created by men for men, often influenced by the military model, on complicated and hierarchical lines and are both dominated by authoritarian principles and resistant to change. By setting up their own businesses, women can challenge these models and will be welcomed by customers for doing so.
Believe in yourself and your intuition. There is a fine line between entrepreneurship and insanity. Crazy people see and feel things that others do not. But you have to believe that everything is possible. If you believe it, those around you will believe it too.
Have self-knowledge. You do not need to know how to do everything, butyou must be honest enough with yourself to know what you cannot provide yourself.
Until they can teach these lessons, business schools will remain the whited sepulchres of the status quo.
Dame Anita Roddick, founder of Body Shop, will speak at the British Library tonight for Enterprise Week on the subject of Commerce with a Conscience
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