關於 engagement manager中文 ，我們在網路上蒐集到這些相關的討論、資訊與評價

五．馬來西亞出Job – 落機當然走去玩

全team都是男生，只有我一個女生，你們一定以為有甜故聽，但其實真正auditor的生活是苦悶的，每天只有做不完的工作，而「辦公室亂情」呢？還是留在你幻想世界好了。

今次，我們飛馬拉兩個星期做pre-final⋯⋯⋯ 馬拉gogogogo。

第一次去馬拉，那種興奮真的非一般可以形容，pack 行李箱，到機場，飛啦我^^馬拉我來了^^

做auditor 的好處是有機會去不同的地方出job，當然去中國大陸出job 是基本, 但如果你運氣好，確實有機會去美國、澳州、新加坡、越南等地方出job，邊出job 邊玩，真是夢寐以求的生活。當然我不會告訴你大部份去外地出job 都好wok。但做audit 會輕鬆嗎？既然如此，不如衝出香港和中國出job。

我們一行三人，SIC 過一個星期才會加入我們。我是最低層 （associate year 1）, 同事E (註： associate year 2 ，比我多一年經驗)，還有同事A（註：senior year 1 ，比我做多兩年），而將會加入的同事K （註：我們的SIC， senior year 3 ，代表如果他幸運，下一年就會升manager）。

（註： 我們的階級可參考以下：

Associate year 1
Associate year 2
Senior year 1
Senior year 2
Senior year 3
Manager）

同事E是一個「吹水但水份過重」的男生，簡單來說就是engagement 沒有他不行，他對engagement 的貢獻重要非常。同事A是mid join (註：不是在逼科長大，由其他audit firm 跳來逼科)，比較沉實可靠。

我們四點下機，但馬拉人工作速度太慢，我們花了近一個半鐘的時間才能入境。

出機場，立即去酒店安頓下來。酒店房大約近400 呎，當然我自己一個住，一拉開窗簾見到的是整個吉隆坡的景色，真的，真的太漂亮了。窗前是一個大梳化，旁邊亦有書枱，這個位置將會是我平時OT的地方。

晚上，我們即飛奔到阿羅街黃亞華小食店食晚飯，必點的是招牌燒雞翼，用秘製醬料以人手炭火燒烤，當然還有馬來串燒，招牌福建麵，燒魔鬼魚，更重要是青檸話梅汁，在35度的高温，喝進口那透心涼的感覺，一個字「正」。

飯後，在阿羅街走一走，阿羅街是吉隆坡有名的夜市， 街道的兩旁有數不清的小食店，熱炒店，還有不少的水果店，當然主要是食榴槤，街道被觀光客逼到水洩不通，熱鬧非常。當然熱鬧代表扒手亦多，所以要非常小心自己的個人財物。

第一天在馬拉根本上是飲飲食食，馬拉是以英文為主的國家，但本人的英文水平亦比較普通，所以發生不少笑話。

有次我問senior：「馬拉算不算危險，會唔會有tourist attack? 」

Senior 已經笑到肚痛：「你想講terrorist attack 吧？」我面都紅晒！好吧，整個馬拉trip，本人因為英文太差，長期被teammates 取笑，我都係乖乖地講中文好過。

如有興趣《踏上審計師之路一1825》其他章回，可以去medium睇番晒
https://medium.com/fakemanching1607
IG: https://www.instagram.com/fakemanching1607/

IG: Fakemanching1607

[科技業的護城河]

這篇是講矽谷投資人, 是如何在一堆的新秀中, 挑選可以投資的創新公司.

裡面有提到護城河.不過有些跟"尋找投資護城河"一書提的不太一樣.

我也認為, 研究個股, 尤其是科技相關類股, 除了要看它有沒有先行者優勢(first mover advantage), 也需要注意公司有沒有自己的生態系統, 以及它在更大的生態圈/供應鏈中扮演了甚麼角色.

********
(中文譯稿見此:https://36kr.com/p/5141901)

常見的護城河至少有以上六種：

技術。更好的基礎技術當然是一種護城河。在極端情況下，能夠為客戶帶來利益的新技術可以演化為一種行業標準，你也可以把它理解為一種壟斷，就像英特爾一樣。

生態系統。 YouTube 從內容生產者、分發渠道到內容的託管、保存，建立起了一整套生態系統。類似的，蘋果的 App Store 也有自己的生態。

網絡效應。社交網絡現在已經很好理解了。此外，如果某種按需服務具備了一定的流動性，並且與消費者建立了親密關係，或者是基本控制了需求或供應方其中一方，也可以算作網絡效應。

產品領導者。像 Salesforce，Workday 和 ServiceNow 這樣的雲服務提供商，搭建了一套完整的解決方案，而且創新速度夠快，產品功能完善，成為其細分行業的領導者，當然也算是一種護城河。

渠道。尤其是對於 to B 產品來說，能不能在一個企業內部流通，既是一個挑戰，也是一種優勢
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原文寫的比較仔細, 轉貼在下方: https://news.greylock.com/what-do-i-look-for-in-a-pitch-866355bddb3

We love to talk about “network effects” in Silicon Valley, but many believe that starts and end with the social, viral growth of Facebook. But network effects can build many kinds of moats that defend them against copycats and price erosion.

I don’t describe every kind of moat here (e.g., regulatory) and many great companies will have new types of moats — ones yet to be invented. No moat is absolute or permanent or I’d be out of a job! Still, having a thesis on your defensibility is essential, even at the Series A.

--Tech. We continue to believe in new and better fundamental technology as a moat — not so much patents or legal protection, but products that are hard to build well or take advantage of a fundamentally new approach. In extreme cases, a technology advantage that translates into a customer benefit can turn into a standard — an effective monopoly — as in the case of Intel. In most cases, even a great technology moat only gets you far enough to become a market leader, buying you the right to work closely with customers and enabling you to define the market.

--Ecosystem moats come in many flavors — from becoming the default hosting site for user-generated video content (YouTube), to the rapid, developer-driven free adoption of container technologies and growth of associated tooling (Docker), to the developers that now make >$20B a year through the Apple app store.

--Networks. Social networks are now pretty well-understood. Marketplaces and on-demand businesses reach a liquidity point (even a local one) and build mindshare with consumers that becomes hard to displace. Often, marketplaces have some advantaged acquisition strategy for at least one side (demand or supply) — they’ve built a community, offered a compelling new service, have organic or viral spread.

--Product leaders. In the enterprise, cloud pioneers like Salesforce, Workday and ServiceNow built complete, core workflow solutions with a new architecture. Their faster-innovating products, (at that time novel) SaaS consumption model, and dominant go-to-market machines have made them category leaders. Each is now expanding their initial moats to become platforms for other applications and workflows.

--Distribution represents a new generation of user-adopted SaaS products. End-user engagement within organizations is often a weak spot for enterprise software incumbents. Deploying software is a challenge for most organizations, and consumers who are using more software in their own lives expect better choice and usability. Simplicity and quality of design has become a moat, especially when coupled with product features that encourage adoption within an organization, or new layers of value for incremental users within an organization. Is it better for me if my team also uses a tool? What about my manager?

Capturing a unique dataset is also emerging as a moat in the age of AI-powered products. If your workflow product or MVP is useful on its own, and you can use it to collect unique data, you can then learn from that data to build a better and smarter product, improving the user experience — driving a new virtuous cycle.