4 Nov 2016

神旺大饭店

神旺大饭店应该是旺旺集团旗下的饭店:搭电梯上四楼办入住手续,还未见到饭店职员,迎面是人体大小般金黄色的旺旺小子。从热炎炎的台中拖着行李搭火车上被台风滞留的台北,再转板南线到忠孝敦化挺累人。看到旺旺小子心情顿时开朗不少,立马与它合照再办入住手续。虽然上旺旺的网页不见神旺大饭店,不能确定神旺大饭店是否是旺旺集团旗下的饭店,但我想若不是旗下的饭店,那饭店管理层就是台喜欢旺旺,才吧旺旺小子摆在大厅。

抵达饭店时还未到入住时间,但很幸运地有空房,所以能马上入住。进入客房,更确定神旺大饭店是旺旺集团旗下的饭店: 桌上有水果与旺旺仙贝招待,毛巾上都有旺旺小子的图案。






房间不算太大,但胜在有个可打开的窗户。浴室相对比较大,有个浴缸,洗水盆的桌子也够大,马桶好像大了些,浴室门往浴室开时正好顶到马桶。房里也有衣柜,衣架子够多。而且饭店供的拖鞋,梳洗用品,咖啡茶袋显然质地较好。真是付一分的钱就有一分的质地。虽然神旺大饭店与台中的Chance Hotel我都一样各住四晚,但神旺大饭店的房价比Chance Hotel 高。两者不能相提并论。神旺大饭店是full service hotel 饭店内高档餐厅就有四五家,一楼还有我相当喜欢的普诺面包坊。因为订的hotel plan不含早餐,其中有两天的早餐是从普诺面包坊买的欧式面包。普诺面包坊的生意很不错。每每经过都看到非饭店住客在买面包蛋糕。

神旺大饭店的地点也相当方便。从台北车站搭板南线到忠孝敦化只须几分钟。前一站可以搭乘往桃园的机场巴士,后一站就是国父纪念堂和正在修建的台北巨蛋。再往下到南港可以转火车到瑞芳去九份或平溪。龙山寺也在板南线上,从饭店不用转车也可以到龙山寺参拜。非常方便。

1 Nov 2016

Simple Life Hotel, Kaoshiung

Stayed at the Simple Life Hotel in Kaoshiung for 3 nights.  This hotel was renovated from an old building, and looking for it on Google Map initially gave me a fright when I saw the street view of a very run down façade of the hotel in its previous life.  According to Google map, it would take 7 minutes to walk to the hotel from 市议会station of 高雄捷运.  It took me less than 7 minutes, even with the uneven flooring in the 骑楼 and the numerous 机车parked at the 骑楼.

There was a pub run by the hotel at the entrance, while there was a quaint pink mirrored tunnel that led to the reception.  The front desk was small without any seats and only one lift served the hotel, next to the stairs.  There were about eight rooms on each floor, which reminded me of the boutique hotel Norbuling in Bhutan’s Thimphu.

The twin room I stayed in was fairly spacious with lightly-coloured wooden floor and a window that opened out to residential buildings across a back alley.  



The bathroom was decently sized with separate toilet, sink and bathtub.  There was a ledge above the sink to hold cups and toiletries below a large mirror.  Shampoo, shower foam and hand soap came in dispensers, which I thought were more environmentally friendly than small toiletries bottles in most large hotels.  There was no extra toilet roll, which was a bit strange, as I was used to extra rolls of toilet papers and tissue in Japanese hotels.  

The best part of the furnishing in the room was a long table, which meant that things could be laid out spaciously.



There were not many food options near the hotel, although 六合夜市was within walking distance.  Two doors away was a 全联福利中心, a small supermarket where I went for bread and instant noodles everyday.  There was also a small café selling 锅烧意面,蛋卷,珍珠奶茶and other 台南小吃.  Thankfully 臭豆腐was not on the menu.

29 Oct 2016

Eating onboard Scoot

Wann man etwas essen und trinken wollte an Bord Budget Flights, bezahlt man extra.  Dieser extra bedeute nicht viele zum essen.  Ich bezahlte extra zum essen und trinken und es gab ein Hauptgericht (nicht lecker!), ein Shokolade und ein Coke.  Das war nicht genug and ich war bald hungrig.  Ich will nicht bei Budget Flights fliegen, wann die Flugzeit mehr als vier Stunden dauert, sonst werde ich sehr hungrig sein.




27 Oct 2016

鹿港老街叁楼の昼食

报名的尋漉之旅含午餐,在什倆漉饼家叁楼

一个托盘内尽是鹿港的美味(从左到右,上到下):
  • 面线糊:本来我不太欣赏糊状的食物,但这面线糊里的肉好香却不油腻。
  • 时蔬:十月是高丽菜的季节,清爽。
  • 手制腌梅:我一向不吃鹹酸甜,这两颗手制腌梅转送他人,不知何味。
  • 杨桃梅果汁:杨桃汁/汤好像是很鹿港的饮料,酸酸甜甜的很解渴,尤其是在骑了快一个上午的Ubike。
  • 蚵嗲:蚵嗲也是鹿港小吃,叁楼的蚵嗲不油腻蚵仔也不错吃。有些店家的蚵仔不知道是处理的不够干净还是蚵仔不够新鲜,蚵嗲的味道太重.
  • 虾猴酥:在徒步到叁楼时鹿港老街好一些摊位在卖虾猴酥,也是鹿港小吃 (鹿港怎么有那么多小吃呀!觉得在鹿港老街逛逛吃小吃就不用吃正餐了。我开始怀疑鹿港人都不吃正餐。。。)。虾猴酥香又酥,但稍咸。若有碗白饭应该很好下饭。
  • 米糕:米糕是油饭吗?我一直傻傻分不清。叁楼的米糕好吃,没有一般油饭的油亮就已经让我觉得好吃。米糕里除了好香的猪肉,好像也有栗子。
  • 咸蛋糕:不在照片中。咸蛋糕好像也是鹿港小吃(我进一步怀疑鹿港人以小吃代替正餐。。。)叁楼的咸蛋糕是双层的。蛋糕的部分应该是chiffon,不会象pound cake 一样扎实。
  • 冰淇淋:不在照片中。口味有抹茶和南瓜。抹茶的应该是用了很多抹茶粉,抹茶味非常浓郁。


这个托盘内的鹿港的美味是一顿鹿港小吃的汇集。有机会希望能在吃上那盘米糕!

叁楼的门面是鹿港老街,后面竟是鹿港天后宫。叁楼的三楼有个阳台,阳台下就是鹿港天后宫。在阳台吃饭,可以一面吃饭一面从高处往下参观鹿港妈祖宫,是个很部一样的体验。原本我还担心会一边吃饭一边被鼎盛的香火熏到眼睛挣不开,可能那天下雨,所以我的担心是多余的。

24 Oct 2016

锅烧意面

锅烧意面是台南小吃。一份锅烧意面除了意面,会有虾子,鸡蛋,花枝,猪肉,青菜,日本鱼饼,拉阿。听说台南有一份新台币40元的锅烧意面,这次我在高雄和台南吃的锅烧意面一份新台币70元。

锅烧意面不难做,当早,午餐或宵夜都很有满足感,似好些人把泡面当comfort food,因为吃完一份锅烧意面感觉很舒服,又不觉得胃的负担很大。


21 Oct 2016

Chance Hotel, Taichung

知人は台中のChance Hotelを紹介した。このホテルは台中駅から徒歩3分ぐらいかかって便利だ。雨のときunderpassはエスカレータなし不便だ。


Chance Hotelの周りに五軒かバスターミナルはあて、台中から台湾の他のことへいては便利だ。しかし,バスを待つ人は多いから、少し混乱と思った。


ホテルから徒歩十分か十五分伝統マーケットある。新鮮な野菜、魚、肉、果物と服と靴を買える。果物の種類はスーパーと比べて、多くて安い。台中駅はすぐ伝統マーケットの隣の新ビルへ移設して、伝統マーケットも移設かもしれない。


Chance Hotelは一般的な部屋がある以外、二階から四階はホステルだ。今回の部屋はツイン部屋だった。部屋の窓から台中駅を見えた。部屋は日本のビジネスホテルのように簡単,きれいだ。朝食は無料の台湾粥、パンとサラダだった。

26 Aug 2016

Earthquake in Bagan

I was in Bagan in 2012 and never forgot about that awesome place.

I was so shocked to read about the earthquake measuring 6.8 near Bagan on 24 Aug and the devastation it wrought on the people and the ancient structures since the time of the Pagan.



24 Jun 2016

How I did it: The Founder of TOMS on reimaging the company’s mission

The Jan-Feb 2016 issue of HBR was a good read. I came across another article that was interesting. I had seen many people wearing alpargata with TOMS’ label, and also many others wearing much cheaper knock-offs produced in China. I did not know the story about TOMS, and while I thought I might like to have a pair of TOMS everytime I saw them on someone’s feet, I decided against paying for a pair of shoes that I thought earned its company a high profit margin simply because it was made in China, where wages and cost of material were comparatively lower.

Before I read this article, I had no idea that:
* TOMS was more than just a shoe company, coffee is also sold
* The start-up was 100% owned by its founder, having grown in 6 years from a start-up to a USD 300 Million company, until 50% of the company was sold to Bain Capital, an investment firm
* TOMS gave away a pair of shoes for every pair sold, extended to eyewear.

Some interesting points shared by TOMS’ founder Blake Mycoskie:
* The “experienced team of executives he brought in to manage the day-to-day operations of the company…was bogged down in personality conflicts and bickering…implement processes and systems similar to those used at their previous companies
* “people follow you, buy from you, when they believe what you believe”
* After his sabbatical, he realized that he was “better in the founder’s role – setting the vision…not running marketing or any other department”

As a founder, Blake Mycoskie, in bringing in an external team of executives, experienced what many employees would have experienced if their companies had changed ownership or had senior figures brought in from another company or industry. Having been very familiar with how things were ran at their previous companies, the new executives would probably be very keen on bringing their previous experience to their new companies, especially if they were brought in to troubleshoot issues. During the transition phase, there could have been quite an upheaval, as I read in previous HBR articles where CEOs detailed how they restructured the companies they went in, by removing senior figures resistant to changes or by letting off departments that no longer align with the companies new directions. While HBR articles are typically from management perspective, it would be interesting if there were articles on employees’ experience during such transition.

Blake Mycoskie’s point about “people follow you, buy from you, when they believe what you believe” is so simple to understand, yet so difficult to implement. Having heard of people who follow their superiors when they switch employers, I suppose this is what “people follow you, when they believe what you believe” means.

People are not all the same. Some are better than certain things than others. I suppose in an entity, the CEO functions much like a founder in a start-up where the founder or CEO draws the vision of the company and communicates it to the company such that “people follow you, when they believe what you believe”. A founder or CEO unable to adequately communicate the vision to the people he/she is leading could lead to frustration of the employees who are unable to clear grasp where the goal is, much less how to get to the goal.