乌克兰停电是哪种恶意程序
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“I did 9 years at Yahoo.”
“我在雅虎工作了9年。”
Yes, Jan Koum referred to his time at Yahoo as a prison sentence. It makes sense: back when Koum had a Linkedin profile, his last three years at the company were described as “did some work.”
是的，扬·库姆(Jan Koum)将他在雅虎的时间称为监禁。 这是有道理的：当Koum拥有Linkedin个人资料时，他在公司的最后三年被描述为“做了一些工作”。
Jan didn’t fit into the Silicon Valley culture. Born and raised in a Communist Ukraine village, Jan moved to Mountain View with his mother at the age of 16. He never really understood the light-minded nature of U.S. school friendships. “In Russia, you really get to know a person,” he said.
扬不适合硅谷文化。 扬出生于乌克兰的一个共产主义村庄，并在16岁时和母亲一起搬到山景城。他从来没有真正了解过美国学校友谊的思想开明。 他说：“在俄罗斯，您真的认识一个人。”
“He was very no-nonsense, like ‘What are your policies here; What are you doing here?’” Other Ernst & Young people were using “touchy-feely” tactics like gifting bottles of wine. “Whatever,” says Brian Acton. “Let’s cut to the chase.”
“他很废话，就像'你在这里有什么政策； 您在这里做什么？'”其他安永会计师事务所的人都在使用“不费吹灰之力”的策略，例如赠送葡萄酒瓶。 “随便，”布莱恩·阿克顿说。 “让我们开始追逐。”
Acton, Yahoo’s employee forty-four, loved Koum’s ‘no-bs’ approach, and helped him get a job at the company. Over the next 9 years, the two would regularly play ultimate Frisbee together. They didn’t yet know they were about to create a $19 billion app.
雅虎的四十四名员工阿克顿(Acton)喜欢Koum的“ no-bs”方法，并帮助他在公司找到了工作。 在接下来的9年中，这两家将定期一起玩极限飞盘。 他们还不知道自己将要创建一个价值190亿美元的应用程序。
Koum’s quotes and personal story based on these three sources.
+54 + 9 + [区号] + [用户号码] (+54 + 9 + [area code] + [subscriber number])
That used to be Argentina’s telephone code formula for mobile calls. If you were in Argentina, and you wanted to call your mom back in the States, you had to solve this little equation every time.
那曾经是阿根廷用于移动电话的电话代码公式。 如果您在阿根廷，并且想在美国给妈妈打电话，则每次都必须解决这个小问题。
International calls were also ridiculously expensive in 2007, so when Koum quit his job at Yahoo! and decided to travel the world, he wasn’t exactly fond of spending thousands on phone bills just to connect with friends abroad. He had an idea.
2007年，国际电话的费用也高得离谱，因此Koum辞去了Yahoo!的工作。 并决定环游世界，他不只是为了与国外朋友联系而花数千美元的电话费。 他有个主意。
The iPhone had just been launched, and these were the pre-Messenger, pre-Instagram, pre-last-active days. Most voice calls would be preceded by a “hey, can you talk?” SMS conversation. The costs of these messages, if you were abroad, added up quickly.
iPhone刚刚发布，这是Messenger之前，Instagram之前，最后活跃之前的日子。 大多数语音通话之前都会带有“嘿，你能说话吗？” 短信对话。 如果您在国外，这些消息的费用会Swift增加。
Enter WhatsApp 1.0. Enchanted by Apple’s newly-released SDK and empowered by address book APIs, Koum built an app that displayed user status on mobile phones. Desktop apps like Skype already had the feature (“away,” “busy,” “online,”) but mobile phones had no equivalent.
输入WhatsApp 1.0。 Koum受到Apple新发布的SDK的迷惑并受通讯簿API的支持，构建了一个可在手机上显示用户状态的应用。 像Skype这样的桌面应用程序已经具有该功能(“离开”，“忙”，“在线”)，但是手机没有此功能。
The idea was that before making a phone call, users would open WhatsApp and see if the recipient is “online.”
这个想法是，在打电话之前，用户将打开WhatsApp并查看收件人是否“在线”。
“It failed horribly. Like, it was a disaster. It was depressing. Nobody used it.”
“它可怕地失败了。 就像，那是一场灾难。 令人沮丧。 没有人使用它。”
“我要去酒吧。” (“I’m going to a bar.”)
Then, on June 17, 2009, Apple introduced push notifications, and it changed everything.
然后，在2009年6月17日，Apple推出了推送通知，并改变了一切。
Previously, WhatsApp 1.0 users had to log in to the app to check on their friends’ statuses. It was a ritual you had to perform every time you wanted to call somebody. Too much work.
以前，WhatsApp 1.0用户必须登录到该应用程序才能检查其朋友的状态。 您每次想打电话给别人时都要执行一项仪式。 太多的工作。
With push notifications now available, users started actively changing their status — because all other WhatsApp users on their contact list would get notifications. If you were a WhatsApp 1.0 user, here’s what your feed would look like:
现在有了推送通知，用户开始主动更改其状态-因为联系人列表中的所有其他WhatsApp用户都将收到通知。 如果您是WhatsApp 1.0用户，则您的供稿应如下所示：
James: having lunch. call in 1 hr.
詹姆斯：吃午饭。 在1小时内致电。
Martha: off to the gym.
玛莎：去健身房。
Jessica: 3-hour flight.
杰西卡：3小时的飞行。
See how any of these notifications can instantly spark a conversation? Koum realized that people used WhatsApp not to see if other people were online, but to communicate their own activities. He realized that people wanted a messaging interface, not just a status one.
看看这些通知中的任何一个如何立即引发对话？ Koum意识到人们使用WhatsApp看不到 如果其他人在线，但要交流 自己的活动。 他意识到人们需要一个消息传递界面，而不仅仅是状态界面。
“We noticed that people would use the status as a way to communicate with each other. They would change the status to say something like, ‘I’m going to a bar.’ And the change in status would broadcast to all the other people who used WhatsApp in your address book.”
“我们注意到人们会将身份作为一种相互交流的方式。 他们会更改身份，说“我要去酒吧”。 而且状态更改将广播给您通讯录中所有使用WhatsApp的人。”
Building the additional messaging functionality was almost a formality, Koum recalls. He did that, and the user count took off.
Koum回忆说，构建附加消息传递功能几乎是一种形式。 他做到了，用户数量开始上升。
诺基亚？ 什么是诺基亚？ (Nokia? What’s a Nokia?)
Even though WhatsApp 2.0 found its first success on the Apple App Store, it would have never become the world’s largest messaging platform just with iOS alone. Only 68 million Americans use Whatsapp — a minuscule number compared to its 1.6 billion user base.
尽管WhatsApp 2.0在Apple App Store上取得了首个成功，但仅凭iOS，它永远不可能成为世界上最大的消息传递平台。 仅有6800万美国人使用Whatsapp ，与16亿用户群相比，这个数字微不足道。
Koum quickly realized that it wasn’t the iOS-penetrated, English-speaking U.S. market that would form the critical mass of WhatsApp users. Free international messaging primarily appeals to people who have friends and partners abroad — which isn’t America’s strong suit. Americans travel and study abroad less, compared to Europeans and Asians.
Koum很快意识到，并不是构成iOS渗透，英语为英语的美国市场，而是构成WhatsApp用户的重要群体。 免费的国际通讯主要吸引在国外有朋友和伙伴的人们，这不是美国的强项。 与欧洲人和亚洲人相比，美国人出国旅行和学习的机会更少。
Steering away from iOS wasn’t a popular decision in Silicon Valley at the time. CEOs in Pato Alto were quick to argue that Android users are less willing to pay and that the platform was difficult to build on due to fragmentation. These were sound arguments.
避开iOS当时在硅谷并不流行。 Pato Alto的首席执行官很快就争辩说，Android用户不太愿意付费，而且由于分散性，该平台难以构建。 这些是合理的论点。
Koum, an immigrant and a traveler has seen firsthand that most people outside of the U.S. didn’t own iPhones. They owned Samsungs, Huaweis, Xiaomis, Nokias (which had its record year in 2007.)
库姆(Koum)是一名移民和旅行者，亲眼目睹了美国以外的大多数人都不拥有iPhone。 他们拥有三星，华为，小米和诺基亚(这是创纪录的2007年)。
“Visiting my friends in Russia and Ukraine and Israel, I would see that Nokia was really really popular all over the world. And, for some reason, not in the United States.”
“拜访我在俄罗斯，乌克兰和以色列的朋友后，我会看到诺基亚在全世界真的很受欢迎。 而且由于某种原因，不在美国。”
Instead of playing along with Silicon Valley’s iOS-first agenda, Koum was quick to enroll WhatsApp versions for non-Apple devices. He launched WhatsApp on Android in August 2010 (just one year after the initial 2.0 success.) Nokia support was added in August 2011.
Koum并没有跟硅谷的iOS优先事项打交道，而是很快为非Apple设备注册了WhatsApp版本。 他于2010年8月在Android上启动了WhatsApp(在最初取得2.0成功的仅仅一年之后。)诺基亚支持于2011年8月增加。
“We made a commitment to build on Nokia early on. […] It actually helped fuel our growth in a big way, because there were a lot of Nokia users who wanted to connect and be a part of WhatsApp group chats and WhatsApp messaging with their friends.”
“我们承诺尽早建立诺基亚。 […]实际上，它极大地推动了我们的增长，因为有很多诺基亚用户想要与他们的朋友联系并成为WhatsApp群组聊天和WhatsApp消息传递的一部分。”
The result was intoxicating. Since WhatsApp 2.0 was launched, it added roughly 328,767 users per day. Most of those users were from India, South America, and Europe.
结果令人陶醉。 自从WhatsApp 2.0启动以来，它每天大约增加328,767用户。 这些用户大多数来自印度，南美和欧洲。
Jan Koum的WhatsApp 2.0售出190亿美元的四个原因 (4 reasons why Jan Koum’s WhatsApp 2.0 sold for $19 billion)
Jan Koum’s journey is an embodiment of the hero’s journey in the 21st century. Here are four reasons why Koum’s little project turned into one of the biggest inventions of the last decade in just 5 years:
扬·库姆(Jan Koum)的旅程体现了英雄在21世纪的旅程。 考姆(Koum)的这个小项目为何成为过去5年中最大的发明之一，这有四个原因：
他在数据时代拥有数据 (He had data in the age of data)
WhatsApp was never a cash cow. Koum would sometimes turn on $1 annual subscription fees to slow down growth. However, it wasn’t revenue that made WhatsApp such a lucrative purchase for Facebook (which it displayed by making it free for all users) — it was data.
WhatsApp从来不是摇钱树。 Koum有时会开通1美元的年费，以减缓增长。 但是，并不是收入使WhatsApp对Facebook如此有利可图的购买(通过将其免费提供给所有用户来显示)，而是数据。
With location sharing data, 65 billion messages sent per day, and access to users’ entire contact lists, Facebook has access to a ton of personal information — all uploaded and saved on its servers. While Mark Zuckerberg has previously promised that this data won’t be used to improve consumer targeting in Facebook ads, it will be unless the user changes the settings to not share information with Facebook. (source)
凭借位置共享数据，每天发送的650亿条消息以及对用户整个联系人列表的访问权限，Facebook可以访问大量个人信息-所有这些信息都已上传并保存在其服务器上。 虽然马克·扎克伯格(Mark Zuckerberg)此前曾承诺不会将这些数据用于改善Facebook广告中的消费者定位，但除非用户更改设置以不与Facebook共享信息，否则它将被使用。 (来源)
The picture becomes even clearer when you consider that Koum said he was leaving Facebook because of how they managed WhatsApp users’ data.
当您考虑到Koum说他因为要如何管理WhatsApp用户数据而离开Facebook时，情况变得更加清晰。
他将所有精力都放在了增长上，而不是收入上 (He focused all of his energy on growth, not revenue)
Silicon Valley’s arguments why CEOs shouldn’t bother with Android are legitimate. Android users will spend less on average. Android is fragmented — both in software and hardware. And yes, perception becomes the reality, and if investors don’t believe in Android, they will be less likely to invest.
硅谷关于为什么首席执行官不应该打扰Android的观点是合理的。 Android用户的平均支出将减少。 Android在软件和硬件上都是零散的。 是的，感知成为现实，如果投资者不相信Android，他们的投资可能性就会降低。
But, as Jan Koum has shown, that’s the classic good-is-the-enemy-of-great type of thinking. WhatsApp blew up because it catered to cohorts considered unsexy in Silicon Valley — the non-US, non-English-speaking, non-iPhone audience. If these users would have no value, Facebook wouldn’t have bought the app for $19 billion.
但是，正如扬·库姆(Jan Koum)所表明的那样，这就是经典的善意为善。 WhatsApp之所以大放异彩，是因为它迎合了硅谷被认为不性感的人群-非美国，非英语，非iPhone受众。 如果这些用户没有价值，那么Facebook就不会以190亿美元的价格购买该应用程序。
他在正确的时间在正确的地方 (He was in the right place at the right time)
Koum himself is an extremely humble person. He’s the type of guy to say “bless you” whenever someone in the audience sneezes during his keynote, and he’s quick to remind us that he owes a large part of his success to luck.
库姆本人是一个极其谦虚的人。 每当演讲嘉宾在演讲中打喷嚏时，他就是说“祝福你”的那种人，他很快就提醒我们，他的成功很大一部分归功于运气。
In 2007, the world was primed to undergo a messaging revolution. Apple had just redefined the word ‘smartphone,’ and while most tech minds were zeroed in on exploring the capabilities of the new iPhone, Koum’s international experience showed him a bigger picture of SMS shortcomings — like ridiculously high costs, limited media support and unreliability.
在2007年，世界已准备就绪，即将经历一场信息通讯革命。 苹果公司刚刚重新定义了“智能手机”这个词，虽然大多数技术人员都对探索新iPhone的功能不屑一顾，但库姆(Koum)的国际经验向他展示了SMS缺陷的更多情况，例如可笑的高成本，有限的媒体支持和不可靠。
他依靠客户的反馈，而不是朋友的意见 (He relied on customer feedback, not the opinions of his friends)
It is nauseating to think about how many inventions never come to be purely because of something someone once said.
想想有多少发明永远不会纯粹由于某人曾经说过的话而令人作呕。
For example, when Koum was launching WhatsApp 1.0 — the status app — all of his friends told him that it was a good idea. Nobody told him they’d never use it. Perhaps they didn’t know themselves. Perhaps they didn’t want to insult him.
例如，当Koum启动状态应用程序WhatsApp 1.0时，他的所有朋友都告诉他这是个好主意。 没有人告诉他他们永远不会使用它。 也许他们不认识自己。 也许他们不想侮辱他。
With WhatsApp 2.0, Koum learned his lesson and relied on customer feedback alone. Group chats, image messages and “seen” statuses were all user ideas — implemented by Koum and his team. Users loved it, and that’s why WhatsApp grew exponentially and never had to invest a single penny into marketing.
借助WhatsApp 2.0，Koum汲取了教训，并仅依靠客户的反馈。 群组聊天，图像消息和“可见”状态都是用户的想法-由Koum和他的团队实施。 用户喜欢它，这就是WhatsApp呈指数增长且无需在营销上投入一分钱的原因。
关于Jan Koum和WhatsApp的5个有趣事实 (5 fun facts about Jan Koum and WhatsApp)
Koum grew up in a household with no running water
库姆在一个没有自来水的家庭中长大
He had to work as a grocery shop janitor to support his mother
他不得不当杂货店管理员来养活他的母亲
Koum used to buy programming books from a local store and return them
Koum曾经从本地商店购买编程书籍并退还
WhatsApp only had 55 employees when it was acquired for $19 billion
WhatsApp以190亿美元的价格被收购时只有55名员工
WhatsApp never spent a penny on marketing
如果听起来很性感，那可能不是十亿美元的想法(If it sounds sexy, it’s probably not a billion-dollar idea)
For me, the main takeaway from Jan Koum’s story is that the biggest opportunities often lie in markets that don’t sound attractive. When the iPhone was launched in 2007, nobody in Silicon Valley wanted to build Android apps for the Indian market. But Jan Koum did, and his achievements can certainly be considered attractive.
对我而言，扬·库姆(Jan Koum)的故事的主要收获是，最大的机会通常在于听起来没有吸引力的市场。 当iPhone在2007年推出时，硅谷没有人愿意为印度市场开发Android应用。 但是扬·库姆(Jan Koum)做到了，他的成就当然可以被认为是有吸引力的。
乌克兰停电是哪种恶意程序
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