我发现我对女人的辩别能力完全有限

我发现我对女人的辩别能力完全有限，我在浏览了很多的AV和AV女优的图片和介绍后对AV的认识还是停留在武藤兰一个人而已，什么松岛枫，立花利子，小泽玛丽亚这些的都不认识（但是片子到看过）。更加没有那些高手的能力能一眼看出某个女优的乳房上有缝合的痕迹，真是很佩服在女的乳房不断晃动的情况下能看得这么仔细。恩！这种能力需要长期的修炼啊。
by erarry

摩托罗拉殒落的真相

摩托罗拉殒落的真相,这是V3创造者Geoffrey Frost的助手Numair Faraz他的这封信告诉了我们MOTO殒落的真相。

Dear Greg Brown, and the rest of the executive team at Motorola,
As you may or may not recall, I worked with Geoffrey Frost as a personal adviser during his days as Executive Vice President and Chief Marketing Officer of the company. I was the one quoted in Forbes in 2003 as saying "Motorola's biggest problem is that Samsung kicks ass," and eventually came to spend nearly three years working with Geoffrey during his efforts to revamp the company's mobile lineup, which eventually saw the launch of the RAZR. As I told the company's senior designers at Motorola's 75th anniversary meeting: create something cooler (and more expensive) than anything else out there, and everyone will want it.

After the success of the RAZR, while Geoffrey was tied up every which way in ROKR development, meetings, criscrossing travel, and so on, through his associates I implored the company to beef up their software expertise, and focus on creating socially networked devices (this was in the years before MySpace and Facebook became the juggernauts they are today). Your predecessor, Ed Zander, had little interest in this, and instead insisted on parlaying his relationship with Steve Jobs into the ill-fated ROKR effort in order to prop up Motorola's stock price.

Zander, who seemed to care more about his golf score than running one of America's greatest technology companies, left all of the hard work to Geoffrey; I've always considered it Motorola's dirty little secret that the strategy for their entire profit machine was run by the company's CMO -- not the rest of the company's executives, who are as inept now as they have ever been.

Many close to Geoffrey believed Ed Zander worked him to death, putting the pressure of the fate of the company in his hands. [That was certainly the buzz around the industry at the time. -Ed.] I took his untimely death in 2005 very hard, and knew that the company would head downhill in the aftermath. On a personal note, Lynne, his wife blamed the company for his passing. She committed suicide soon after.

Meanwhile, Ed Zander continued to reap the dividends of Geoffrey's work as the company made billions in profit from overselling the RAZR for years. Instead of channeling that money into the obvious -- further development of groundbreaking consumer devices -- Zander purchased enterprise companies such as Symbol ($3.9b), and engineered billions of dollars in stock buybacks.

As I told Zander in a phone call in 2007, I felt that he was setting the company up for massive failure. He had the audacity to say, "Well, maybe Geoffrey should have come up with a better successor to the RAZR," and told me to "Wait for big things in 2008." I guess he was right -- the golden parachute he got for his exit from the company was worth about 30 million dollars -- and that doesn't include his accumulated Motorola stock.

Your appointment to the position of chief executive gave me cause for hope, and I reached out to you; I knew you were one of the main drivers behind the enterprise acquisitions, and that you had zero expertise in consumer devices. Surely you could use some help in turning Motorola's flagging cellphone business around?

But apparently different from the rest of the incompetent senior executives at Motorola -- except instead of merely being inept, you're actually actively killing the company. Your lack of understanding of the consumer side of Motorola doesn't give you a valid reason for selling the handset business; moreover, publicly disclosing your explorations of such a move, in an attempt to keep Carl Icahn off your back, shows how much you value the safety of your incompetence.

You clearly have no interest in fighting the good fight and attempting to mold Motorola into the market leader it can and should be. Taking control of the handset division, as you have recently announced, will accomplish very little except but to give you an ability to say, "We tried our best" -- which you haven't -- when you finally do cart the business off to the highest bidder.

In order to turn the handset division around, you need to bring in another Frost; someone worldly and dynamic who is more interested in Motorola's success than their own corporate career. You need to task the company's designers with the same mantra that created the RAZR -- make me a phone that looks, feels, and works like a symbol of wealth and privilege. Recognize the superiority of American software, and bring back those jobs so irresponsibly outsourced to China and Russia. Fully embrace embedded Linux and Google's Android initiative, and take the phone operating system out of the stone age.

Recognize that, while rich people don't really know what they want, the lower end of the market does -- and fund the development of an online "crowdsourced" device design platform to take advantage of this fact. Get rid of all of your silly, useless marketing, including those overpriced and completely ineffective celebrity endorsements, and do one unified global campaign with Daft Punk (the only group whose global appeal extends from American hip hoppers to trendy Shanghai club kids to middle-aged Londoners). Understand that the next big feature in handsets isn't a camera or a music player -- it is social connectedness; build expertise in this area, and sell it down the entire value chain.

I was there when Motorola's handset division was brought back from the brink of death 5 years ago. Follow my advice, and we can do it again.

Maybe it sounds like I take the downfall of Motorola personally; I do. It was my experience at Motorola, with people like Geoffrey and all of the loyal employees who still remain, that taught me what corporate America can and should be. But with people such as Zander and yourself, Motorola symbolizes the worst of our country's corporate culture.

As an immigrant American, and someone who has traveled all over the world, I really do appreciate the uniqueness and importance of the American culture of creativity and ingenuity. Whereas other countries back their money on gold and commodities, we back ours on our ability to invent the future. The failure of Motorola as an American institution of creativity and innovation, should you let it happen, will now be entirely of your doing. Hopefully you'll keep that in mind while the board has the accountants prepare your golden parachute.

Regards,
Numair Faraz

Dated Feb 5, 2008. Letter edited for form.

我来解释下，昨天一个人的心理过程吧（我的主观臆测）

昨天晚上和JOJO聊了好一会，和JOJO聊天是一种平缓的心情用她自己的话来说她已经是没有波动的人了。我和她说了我最近遇到的事情。她用很直接很犀利的话把我的现况分析了一下然后又用她特实际的处世方式告诉我应该怎么做。
昨天我也很反感3的说辞，闹了半天发现我自己被人家当成替代品了。当时我很失望也很恼火，但是JOJO说我要把男人的那份自尊给扔了。我甚至不知道我还有那么大的自尊在身上，JOJO指出我是一个小孩而且是一个比较粘人的小孩。本来就是我的确比较粘人当然是对某些人而言我会很粘人。
我来解释下，昨天一个人的心理过程吧（我的主观臆测）
一开始，寒假的时候发现自己的现男友是一个很无趣的人，在前面纯粹是因为大家有一个共同的目标所以能在一起吃苦一起扶持。那个时候觉得男友是无微不至的照顾这个时期我可以称它为相濡以沫期因为大家都是很艰难的一个阶段互相的扶持体会出了一个人的好。但是在这个时期她也感觉出种种不满但是她觉得他付出了很多她不能做一个忘恩负义的人所以就许诺双方都靠到研究生之后大家就都定下来回家见双方父母。但是当前面的艰险都没有了或者说都度过了她发现自己现在更多的是看到了他的缺点她就开始把他的缺点放大然后自己又有点不想理他了，这个时候他也发现了这种迹象他就着急的一遍一遍的找她，不断的说话。但是她却开始反感。这个时候她就开始寻找一个替代品因为要度过这个烦人但是又不想太寂寞的寒假。所以后来就和我有了一段可以称作遗忘期的时光，但是每当我谈到实质性的问题时，她首先事回避还有就是推脱或者直接拒绝。因为她只是在一个过度时期也是这个时候她也在不断的想别的或者说在不断的物色更好的。到了最近研究生的一些事情开始烦人了她又开始想到当时和他在一起的时候那种事情都有人能代劳或者咨询的时光。原因是发现我在这些方面是几乎不懂除了能给她带来点很普通的信息别的就是不断的烦人。这个阶段我和她还见了一次面但是很不成功，她感到差距很大。也是这个时候她开始有了那种很大的优越感。1.我在外面似乎什么都是她在做主，她觉得自己是很累是在带小孩不能让自己很轻松没有得到那种女孩应有的照顾，2.我是一个很随便的人，不怎么在意的一些细节或者说小缺点，她似乎倒是一个很苛求的人很在意细节。所以她觉得我完全不是她想要的人。3.在其中她发现我的某些方面还是很好的，所以在她的心里觉得还是不能放手（这点她很早就知道了）至少来说在没有找到很如意的人之前不能这样 。4.过于的优越感来自于我，他，或者说她的很多朋友带给她的那种宠爱和关心。所以自我，自以为是的感觉是她不可改变的性质了。
后面的是昨天的情形，在觉得我不能帮助她后，她用试探性的语调去询问了那个已经心灰意冷的他，他在一次的经历后很断然的感到其实即使有了回转后面的结局也许也是很明白的。而且从她的口中的话得出的意思是他没有任何的优势可言，当时和他在一起是一种权益之计可以有人照顾这个还是很好的，但是不得不承认的是在艰难时期他的确给了她很大的帮助处于一种善心她不会让自己显的很坏也就是即使分手也不能让自己看起来象一个过河拆桥的人，但是男方已经是很恼火的阶段，这个时候也显得很没有风度。用很恶劣的语言回敬了她。她这个时候当然感觉到了很大的侮辱和伤害因为在之前没有人对她这样。其实男方的做法并没有什么不对只不过形式没有那么风度而已。从长远的看来结果还是可以接受的。这些东西是我自己的分析不知道对不对，因为我也是里面的一部分所以我是以很自我解嘲的语气再说。前期还有一部分的遗漏，就是她在寻找替代品的时候考虑到自己的未来问题而且以自己的同学作为参考。
总的来说，虽然她口口声声说自己没有任何的过错但是只要是其他女生在听述了这个过程后都觉得她很不好。如果自己无法一心一意的话何必到处备件呢。好像自己很受到欢迎但是对很多人到最后是很讨厌这样的人。
她在自己的小圈子里过的过于安逸没有在社会上待过，把自己的优越感爆发的太过完美了。当然也要怪我这样宠着她的人。
不要说自己没有利用人了，我能理解你的心理因为很多人何尝不是这样的。但是你的却在利用人，而且很利用。呵呵
如果用圈圈和叉叉来为你打分的话。
在很早以前我给你打的都是圈圈，在了解你一些后就有了叉叉，但是叉叉始终比圈圈少。现在我觉得叉叉开始有点赶超的趋势了，不过没有那么多。（圈圈叉叉，是傻大姐上的方式借用下，hoho）
后面还有未来我都没有办法评说了，可变性太大了点。感情流露不能太直白啊，很会被别人抓住的。前景不容乐观啊，现在的当务之急是我的工作和毕业问题。呵呵这段时间还特想去日本读研了，不知道能申请到不。
以上就是缠绕了我好一段时间的问题，我早就看透了而且把能想到的事情页想的差不多了。