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眾包(Crowdsourcing)

Crowdsource

　　“眾包”（crowdsourcing）這一概念是由美國《連線》雜誌的記者傑夫·豪（Jeff Howe）在 2006年6月提出的。傑夫·豪對“眾包”的定義是: “一個公司或機構把過去由員工執行的工作任務，以自由自願的形式外包給非特定的（而且通常是大型的）大眾網路的做法。眾包的任務通常由個人來承擔，但如果涉及到需要多人協作完成的任務，也有可能以依靠開源的個體生產的形式出現。”

The concept of "crowdsourced package" (crowdsourced package) was proposed in June 2006 by Jeff Howe, a journalist from https://wiki.mbalib.com/zh-tw/%E7BE%8E%8E%5E9E%BD%E3%E8BF%9E%E7%BA%BF%E3%E8B%E6D%82%E5%BF%97"

　　“眾包”這一概念實際上是源於對企業創新模式的反思。傳統的產品創新方法是，首先由生產商對市場進行調查，然後根據調查結果找出消費品的需求，最後再根據需求設計出新產品，但這種創新的投資回報率通常很低，甚至血本無歸。而如今，隨著互聯網的愈發普及，消費者的創新熱情和創新能力愈發彰顯出更大的能力和商業價值，以“用戶創造內容”（user-generated content）為代表的創新民主化正在成為一種趨勢。

by first conducting a survey of the market by the manufacturer, then finding

　　目前，“眾包”從創新設計領域切入，已經成為華爾街青睞的最新商業模式，被視為將掀起下一輪互聯網高潮，並且有可能顛覆傳統企業的創新模式。

At present, the "blank package" has been , the latest , which is seen as a new business model that will lead to the next confluence of business.

　　第一，眾包是對外包的顛覆。所謂外包，是指企業整合利用其外部最優秀的專業化資源，從而達到降低成本、提高效率、充分發揮自身核心競爭力和增強企業對環境的迅速應變能力的一種管理模式。它是社會專業化分工的必然結果，是專業化作用下規模經濟的產物；強調的是高度專業化，主張企業“有所為、有所不為”；信賴的是專業機構和專業人士，主張“讓專業的人乾專業的事”。而眾包則是互聯網力量彰顯的產物，強調的是社會差異性、多元性帶來的創新潛力，倚重的是“草根階層”，相信“勞動人民的智慧是無窮 的”，主張“三個臭皮匠頂個諸葛亮”。正如寶潔公司負責科技創新的副總裁拉里?休斯頓（Larry Huston）所言，“人們認為眾包就是外包，但這肯定是一種誤解。外包是指我們雇用人員提供服務，勞資雙方的關係到此為止，其實和雇佣關係沒什麼兩樣。但眾包是從外部吸引人才的參與，使他們參與到這廣闊的創新與合作過程。這是兩種完全不同的概念。”

First, outsourcing is an overlap of . So-called outsourcing is the integration of enterprises using their external best specialized resources, from

　　第二，眾包蘊含著“攜手用戶協同創新”的理念。眾包意味著產品設計由原來的以生產商為主導逐漸轉向以消費者為主導，這是因為沒有人比消費者更早、更準確瞭解自己的需求。因此，如果在產品設計過程中儘早吸收消費者的主觀意見，儘早讓消費者參與進來，企業的產品將更具創造力，也更容易適應市場需求並獲得利潤上的保證。位於美國芝加哥的“無線（Threadless）T 恤公司”飽嘗了利用眾包設計新 T 恤的甜頭。該公司網站每周都會收到上百件來自業餘“粉絲”或專業藝術家的設計，然後他們把這些設計放在網站上讓用戶“評頭論足”，4~6 件得分最高的 T 恤設計將會進入量產備選名單，然而能否量產還要看公司是否收到足夠多的預訂單。這樣一來，“三贏”局面基本形成: 外部設計者的創意得到發揮，得分最高者除了獲得獎牌和 2,000 美元獎金，其名字也將印在每件 T 恤上；消費者的參與度和滿意度都大大提升；無線 T 恤不僅省下了雇用專職設計師的費用，而且只生產獲得足夠預訂量的產品，幾乎是穩賺不賠。

Second, the public package contains the concept of . The public package means

　　第三，眾包延伸了創新邊界，借社會資源為己所用。以往，企業的研發和創新模式基本上都是“各搞各的，老死不相往來”。如今，越來越多的企業採用了“內外結合”的方式，紛紛放眼外部，藉助於社會資源來提升自身的創新與研發實力。創立於 2001 年的 InnoCentive 網站（www.InnoCentive.com）就是順應這一需求而生，目前已經成為化學和生物領域的重要研發供求網路平臺。由寶潔、波音和杜邦在內的眾多跨國公司組成的“尋求者（seeker）陣營”紛紛把各自最頭疼的研發難題拋到“創新中心”上，等待隱藏在網路背後的 9 萬多名自由科研人才組成的“解決者（solver）陣營”破譯。一旦成功解決這些問題，這些“解決者”將獲得 1~10 萬美元的酬勞。寶潔公司通過充分藉助“創新中心”以及 YourEncore 和 NineSigma 等外部研發人才交流平臺，獲得了豐碩的成果: 內部研發人員依然維持在 9,000 人，但外部研發人員卻高達 150 萬人；外部創新比例從 2000 年的 15% 提高到 2005 年的 50%；公司整體研發能力提高了 60%。

Accompanied by to upgrade its own creative and developmental capabilities.

　　第四，在眾包中，“草根”的創新愈發成為主流。轟轟烈烈的軟體開源運動充分證明，由網民協作網路寫出的程式，質量並不低於微軟、Sun 等大公司的程式員開發的產品。由美國加州大學伯克利分校的空間科學實驗室主辦的 SETI@home 分散式計算項目，自 1999 年 5 月 17 日開始正式運行至 2004 年 5 月，已成功調動了世界各地近 500 萬參與者，積累了近 200 萬年的 CPU 運行時間，進行了近 5x1021 次浮點運算，處理了超過 13 億個數據單元。法國標緻汽車集團 2005 年設計大賽的獲獎作品 Moove 也出自一名 23 歲的葡萄牙學生之手。由此可見，星星之火可以燎原，草根也是一支不可忽視的潛力股！

Fourth, in the popular package, the creation of the “grass” has become mainstream. The powerful software open source movement has amply demonstrated that the program produced by the Internet is no less than , IBM、摩托羅拉和聯想等跨國公司紛紛宣佈大舉“進軍”印度，IBM更是把每年一度的投資者大會，從紐約金碧輝煌的大酒店改在了萬里之外的印度矽谷班加洛爾召開，而且，IBM的印度員工人數在兩年半內從9000人增加到了4.3萬人。低廉的人力成本使印度成為了一塊磁力巨大的“金磚”。托馬斯·弗里德曼在《世界是平的》一書中大力宣揚了鏟平世界的十大“推土機”，其中外包是最大的一臺。但是，現在另一條獲得更廉價的人力、更有價值的途徑正在形成－－眾包（Crowdsourcing）。

　　隨著網路的大潮成長起來的公司，從一開始就在戰略設計上融入了充分利用網路資源的思路，而現在越來越多的傳統商業也開始為網路的群體力量所吸引，關鍵的原因是，眾包能幫企業節約大把大把的金錢。在過去的十多年中，發達國家的跨國公司紛紛把目光投向中國和印度，這兩個國家低價的勞動力市場使他們垂涎欲滴，但是現在，勞動力來自哪裡並不重要，他們可以就住在隔壁，也有可能遠在印度尼西亞，只要他們能上網就行。

The company that grew up with the big wave of the Internet incorporated the idea of making full use of Internet resources into , and now more and more traditional businesses are attracting the power of the network, because, over the past 10 years, cross-country companies in sending countries have been looking at China and India, and the low price of

　　以往架設在業餘愛好者和專業人士之間的成本藩籬也由此被打破。市場的大門在一瞬間突然為愛好者、兼職者和發燒友打開，精明的公司也紛紛找到在人群中發現人才的捷徑。這樣的人力並不完全是免費的，但是比起傳統的雇員，成本顯然不足一提。外包並不能達到這樣的目的，這樣的趨勢正是眾包的概念。

The market’s doors were suddenly opened for lovers, part-timers, and burners, and smart companies found a shortcut to finding talent in the crowd. Such manpower is not entirely free, but it is clearly less expensive than traditional hiring.

　　科技的進步，使得從產品設計軟體到數位攝像機等網路時代的產品越來越廉價，有人曾打比方說，如果燃油經濟性的提高速度，能像硬碟價格下跌那麼快，那麼一加侖汽油就足以讓我們往返月球114次。在眾包的時代，這樣的情況將來還真有可能出現。在人們飽受油價高漲、自然環境遭到嚴重破壞的惡果之後，燃油效率、替代能源的問題可能一夜之間被宣佈破解，而這件事情很有可能是由一名時裝設計師或中學生完成的，當然，這個人也有可能就是你！

Advances in technology have made products from the Internet, such as from product design software to digital cameras, less expensive. Some have argued, for example, that a gallon of gasoline would be enough to allow us to travel to and from the Moon 114 times if fuel was raised as fast as the hard disk price fell at an economic rate of %E87% AA%E%E%E%E%E%E%E%E%E7E%AF%E5%A2%A2%Aaction=edit'new"title"n"natural environment" . Fuel efficiency,

　　美國芝加哥的無線(Threadless)T恤公司就利用眾包來設計新T恤。它讓顧客進行設計，自己則選擇生產線，確定產量，並負責市場推廣以及銷售工作。將生產外包，這家公司需要做的僅僅是維護網站而已。這意味著零市場風險和負的運營成本。客戶社區承擔了創新、新產品開發、銷售預測和市場營銷等核心功能。這是一種了不起的商業模式，它是集發包方、中介機構和接包方三位一體的經營模式。

　;　1．發包方

;

　　發包方通常是企業或者擁有工作任務需要解決的個人。對於發包方來說，其發佈任務的方式有兩種：一種是在公司網站上直接發佈，以懸賞的方式吸引眾多的網民來參與解決問題，這種方式避開了中介機構從而使問題解決的成本更低。如2007年7月，IBM發起即興創新的頭腦風暴活動，為的是開發員工及其家屬和客戶的群體智慧，從而拓展創新領域。IBM確定了四大主題，為每一主題提供互動式的背景信息，利用主持者使談話不偏離主題。最終公司收集了37000個創意，由員工對這些創意進行篩選。

The issuer is usually an enterprise or a person with a job that needs to be solved. For the author, there are two ways in which the task is carried out: one is directly on the company website, which attracts a large number of . As of July 2007, IBM launched a new >.

　　有140000人在網上參與了第一階段的創意，公司CEO帕米薩諾參與最終的評選，並計劃拿出1億美元用在有前景的創意上。

One hundred thousand people were involved in the first phase of the online initiative, with CEO Pamisano participating in the final review and planning to spend $100 million on promising innovations.

　　還有另外一種方式，就是通過中介機構，通常是網站社區協會等，發包方與新型網路簽訂合約，合約中包括了需要解決的問題、價格和售後服務條款等。

There is also another way, through intermediaries, usually web-based community associations, to sign contracts with new types of networks, including issues to be resolved, prices and post-sales services such as .

　　接包方就是數量眾多的互聯網用戶，在中國有一個特定的新名稱，叫威客。他們既可以是專業人士，也可以是非專業的興趣愛好者。標緻汽車舉辦標緻設計大賽，發動人們設計自己夢想中的汽車，2005年的獲獎作品Moovie就出自一名23歲的葡萄牙學生之手。全球範圍內有興趣和能力研究該難題的人或團隊通過在中介機構上註冊,認可有關優勝解決方案的選擇、懸賞兌現以及知識產權處理辦法等協議，成為“解題者”,實施解題活動，藉助互聯網遞交解決方案。

The recipient is a large number of Internet users . There is a specific new name in China, 報酬。Inno Centive網站也是應用威客模式進行創新的典型代表。

Intermediaries are bridges between the sender and the subcontractor. For example, the Internet retail giant Amazon has launched Mechanical Turk (Beta version), a platform that provides crowdsourcing services. Business users are targeting companies that need to outsource simple accounting tasks at a dollar price, while individual users will get a smaller amount through .

　　擁有任務的企業或各人通過與中介機構（通常是網站）簽訂合約，並繳納保證金，在中介平臺——任務庫中發佈需要解決的任務、課題及其相關要求。威客通過註冊的方式進入任務庫尋找適合自己的課題並投標，課題完成後提出的解決方案由中介反饋到發包方，發包方對方案進行篩選並審核通過後，中介機構兌現獎金，若沒通過則返回到任務庫，進入下一個任務解決過程。

Businesses or individuals with missions enter into contracts with intermediaries (usually websites) and guarantees to issue tasks, courses and their related requirements in an intermedial platform. Vipers enter the taskhouse in a registered manner to find their own topics and bid them, and after the completion of the course, the solution proposed is counter-checked by the broker to the originator, and after the offer party selects the programme and reviews the award, the intermediary makes the award, and if it does not return to the mission pool, enters the next task resolution process.

　　運用眾包,各企業的做法各有千秋。那些走在眾包前沿的公司企業給我們提供了一些經驗。可採用的方法有:

The use of crowdsourcing and the practices of companies can be varied. The companies that are at the forefront of the crowdsourcing offer us some experience.

　　方法一:吸引用戶的參與,讓用戶成為公司的創新戰略分子。eBay的核心戰略甚至就是眾包,從早期的幾小類產品,到如今幾十萬種龐大的產品,eBay的戰略依賴微小的個體來達到完善。

The core strategy of eBay is even a package, from a few small products in the early years to hundreds of millions of big products today, and eBay's strategy is based on a small body.

　　方法二:善於運用互聯網。通過互聯網,公司可以吸收不同專業、不同地區、不同興趣的人參與。亞馬遜曾推出提供眾包服務的平臺MechanicalTurk(Beta版),企業用戶針對的是那些需要以數美分起價外包簡單計算任務的公司,而個人用戶將通過完成某項工作獲得小額的報酬。

The Internet allows companies to involve different professions, regions, and interested people. The Amazon has launched a public service platform, MechanicalTürk (Beta version), where business users target companies that need to outsource simple calculations at a dollar price, while individual users will be paid a small fee for doing a job.

　　方法三:舉辦類似“創新擂臺”的活動。美國運通、GE、惠而浦等大型企業,除了依靠自己的研發團隊,還開始向3000名MBA求救,以解決公司的策略難題。一家名為IdealCrossing的企業就專門從事“創新擂臺”活動。

Method III: Carry out activities similar to the "new ring". , , , .

　　方法四:與一些專門從事眾包服務的公司合作。眾包並非只提供新業務空間,它還為傳統企業的革新提供了渠道,眾包這種“人人參與”的創意模式比之部分專業人士的設計更受歡迎,專門從事眾包服務的公司具有知名度高、研發人才眾多的特點,與其合作解決企業創新難題也就是在世界範圍內招賢納士,其效率無疑比企業雇用研發人員要高很多。

Method IV: Work with a number of companies specializing in public services. The package is more popular than the design of some professionals. It also provides , and it is more popular than the design of some professionals.

　　一、外行成為高手

　　57歲的Ed Melcarek是一名物理學家，但是他卻經常在一個小房間里倒騰一些化學瓶罐，而且，他並非受雇於任何一家化學用品公司，而更像一名自由職業者，他所做的研發工作，完全是出於自己的興趣，以及體現個人價值的需要。大多數的周六，他會走進這所房間，倒上一杯酒，點上一支煙，然後開始向科研難題發起進攻，這些難題來自《財富》百強中的許多公司，曾一度困擾了他們的研發人員。

Ed Melcarek, 57 years old, is a physicist, but he often pours some chemicals cans in a small room, and he is not employed in any chemical company, but, more like a freelancer, does research and development entirely out of his interest and needs for personal value. Most Saturdays, he walks into this room, pours a glass of wine, lights a cigarette, and then starts to attack the scientific challenge, from 波音、杜邦和寶潔等世界著名的跨國公司，他們把各自最頭疼的研發難題拋到“創新中心”上，等待隱藏在網路背後的高手來破譯。

On a website called InnoCentive, which brings together more than 90,000 scientists like Melcarek, whose common name is Solver, forming the half of the sky to develop the supply and demand of the Internet. This is addressed by Seeker, whose members include , whose members include

　　“創新中心”最早是由醫葯製造商禮來公司資助，創立於2001年，現在已經成為化學和生物領域的重要研發供求網路平臺。公司成員（尋求者），除了需要向“創新中心”交付一定的會費，為每個解決方案支付的費用僅為1萬至10萬美元。“創新中心”上的難題破解率為30%，“創新中心”的首席科技官Jill Panetta認為，在網上廣招賢士的做法“和傳統的雇佣研發人員的做法相比，效率要高出30%”。

The Creative Centre was founded in 2001 with the support of a medical producer title company and is now an important research and demand platform in the chemical and biological fields. In addition to having to pay a certain fee to the Creative Centre, the cost of each solution is only between US$10 million and US$100,000. The troubleshooting rate on the Creative Centre is 30%, and the "Creaking Centre"

　　“創新中心”為Melcarek打開了一片全新的天地，在過去三年裡，每周他都要登錄到這個網站數次，看看上面貼出來的新難題，雖然他從沒有受到過生物、化學專業的正式訓練，但是這並未妨礙他成為一個化學專家。“在我看來，那些化學難題都可以用我所熟悉的電子機械知識來解決”，Melcarek相當自信地說，“如果我思考了30分鐘仍然沒有頭緒，我就放棄”。攻破一個難題，賺個上萬美元，對他來說，“只需要花上幾個星期，挺不錯的”，Melcarek 輕輕地笑了。

The Creative Centre opened up a whole new landscape for Melcarek, and over the past three years, he's been on the site several times a week to look at the new problems he has posted, although he has never been formally trained in biology or chemistry, but it has not prevented him from becoming a chemical expert. “It seems to me that those chemical problems can be solved with the knowledge of the electromechanical machinery I know of.” Melcarek said with great confidence, “If I think for 30 minutes, I'll give up.” Breaking up a difficult issue and making a million dollars, for him, “only a few weeks, it's good,” Melcarek smiled.

　　對那些苦苦尋求答案的公司來說，這同樣是非常不錯的交易，尤其是當它們面對日益高昂的研發費用。“我認識的每一個R&D高管都面臨著類似的問題”，寶潔公司副總裁Huston說，“每年，研發的預算增長都超出了銷售的增長率。‘創新中心’打破了目前的研發模式”。

This is also a very good deal for companies that struggle to find answers . “Every /a>. “Every year, every

　　2000年以前，寶潔公司的研發成本不斷攀升，然而銷售業績平平，股價也下跌了一半多， Huston因而受命創新公司的研發之路，他放棄了裁減內部研發人員的做法（寶潔目前的研發部門有9000多人），而決定從改變他們的工作方式入手。

Prior to the year 2000, the cost of development by the Purchasing Company increased constantly, but level, also fell by more than half, and Huston was ordered to create a new company, and he abandoned the practice of cutting down inner researchers (there are more than 9,000 at the present time), and decided to start by changing the way of their work.

　　Huston發現公司很多成功的產品都是不同部門合作的結果，由此他想到，如果這樣的“交叉授粉”範圍擴大，將會催生更好的產品。同時，寶潔也樹立了一個目標，把公司外部的創新比例從原來的15%提高到50%。六年過去了，據Huston介紹，寶潔的研發能力提高了60%，股價也逐步回升至五年來的新高。“我們對公司組織的定義有了很大的改變”，Huston說道，“我們目前有9000多名研發員工，而外圍網路的研發人員達到150萬人，二者的界限很難界定”。

Huston discovered that many of the company's successful products were the result of collaboration between different ministries, and he thought that if such “cross-painting” were expanded, it would lead to better products. In the meantime, the treasure had set a goal of increasing the proportion of innovation outside the company from the original 15% to 50%. Six years ago, Huston introduced a 60% increase in its development capacity and a gradual increase in stock prices to a five-year high. “Our definition of the company's organization has changed dramatically.” Huston said, “We now have more than 9,000 researchers, while the outer network has 1.5 million researchers, the boundaries are difficult to define.”

　　寶潔公司是“創新中心”最早的也是最好的企業用戶之一，但“創新中心”並不是它使用的唯一研發人才交流平臺，它同時還通過YourEncore和NineSigma等網站，拋出自己的研發課題，尋求外援。

The Bounty Company is one of the first and best business users of the Creative Centre, but the Creative Centre is not the only researcher exchange platform it uses, and it also throws its own research and development issues through websites such as YourEncore and NineSigma in search of external assistance.

　　美國國家衛生博物館的負責人Claudia Menashe曾苦於找不到合適的圖片來配合一次關於禽流感的展覽，後來有一名自由職業攝影師Mark Harmel願意提供照片，並且考慮到博物館的非營利性質，開出了每張150美元的優惠價。Menashe原本打算咬緊牙關購買四張，但是最後一刻她改變了主意，因為她在一個名為iStockphoto的網站上找到了需要的照片，關鍵是這些照片的價格低得驚人，每張只需要1美元！Menashe當即一口氣選了56張，這樣的花費比Mark Harmel四張照片售價的十分之一還便宜。

Claudia Menashe, the director of the National Health Museum of the United States, was struggling to find the right picture to accompany an exhibition on avian flu, and for photographs, which cost a lot less than a dollar per photo.

　　Menashe發現的這個像寶藏一樣的iStockphoto原本是一個免費的圖片共用和交流網站，現在每張圖片價格僅在1美元到5美元之間（尺寸、像素非常大的圖片最高售價也不超過40美元）。它之所以能提供如此廉價的圖片作品，完全得益於它的2.2萬名業餘攝影愛好者的貢獻，他們的照片每被使用一次，僅獲支付幾十美分。

Menashe discovered that this iStockphoto, like a treasure, was a free photo sharing and exchange site, and now each picture is worth between $1 and $5 (size, very large pixels, not more than $40). It was able to produce such a cheap picture that it benefited entirely from the contributions of its 22,000 amateur photographers, whose photographs were used each time and paid only a few tens of cents.

　　iStockphoto和其他類似的圖片社曾一度引起了大型專業圖片社的恐慌，今年2月，占據全球市場份額30%的蓋蒂圖片社（Getty Images）以5000萬美元的價格收購了iStockphoto。“如果有人要搶你的生意，最好把它變成你的生意的一部分”，蓋蒂的CEO Jonathan Klein總結道。現在，iStockphoto收入的月增長率達到了14%，預計其2006年被購買的圖片數量將達到1000萬張次——這將是蓋蒂售出的昂貴的專業圖片數量的幾倍。現在，iStockphoto的大客戶不僅有很多小型設計公司，還包括IBM、United Way等大型公司和機構。

The iStockphoto and other similar images created a panic in a large professional photo company in February of this year, accounting for .

　　“現在看來，這是大堤上的一個漏洞啊，”專業攝影師Harmel過了好長時間才弄明白iStockphoto是怎麼一回事。在2000年，他為圖片社提供100張專業照片就能賺到6.9萬美元，但是去年，他的收入減少了1萬美元，為維護這個收入所提供的照片數量卻是原來的10倍。這又豈止是事倍功半？

"Now, this is a hole on the embankment, where professional photographer Harmel took a long time to figure out what happened to iStockphoto. In 2000, he was able to earn $69,000 by providing 100 professional photos for the image company, but last year his income was reduced by $10,000, and the number of photographs to maintain this income was 10 times as much as it was before.

　　Harmel並非唯一覺得受到威脅的攝影師，在圖片社攝影師聯盟的論壇上，藝術家們的抱怨之聲不絕於耳。“在我看來，專業自由攝影師是不會有什麼前途了”，Harmel無奈地說，他打算今後把工作重點放在命題作品上面。

Harmel is not the only photographer who feels threatened, and in the forum of the League of Photographers, artists complain. “It seems to me that professional free photographers have no future,” while Harmel says helplessly that he intends to focus his work in the future on life-threatening works.

　　美國麻省理工學院研究科技創新的講師Karim Lakhani一直很關註“創新中心”的發展，“‘創新中心’的力量源泉在於，‘解決者’們多元化的知識背景”，在追蹤調查了由26家公司張貼出來的 166個問題後，Lakhani得出這樣的結論，“事實上我們發現，‘解決者’越是對某個領域不熟悉，越是容易出成果”。先鋒社會學家Mark Granovetter把這樣的現象稱之為“鬆綁的力量”—最高效的網路，是那些聯結了最廣泛的信息、知識和經驗的網路。

has been concerned with the development of the “new centres, the source of the `new centres' is the knowledge of the diversity of the `resolvers' in the knowledge of the `discoverants' > > > https://wiki.malib.com/zh-twe8%E8%E8%A8Ttl> — The fact that the most powerful of the Internet is that the most powerful of the Internet, the most powerful of which is known is the most recent news of the — 166 — the most powerful — the fact that — the most powerful — the most powerful of the fact — the fact that we’s 166 — the fact — the fact — the fact — the fact — the fact that we’s 166 — the fact that we’s 166 — the fact that we’s 166 — the fact — the most powerful — the fact — the fact — the most recent of the fact — the fact — the fact — the fact — the fact — the fact — the most recent of the fact — the fact — the fact — the most recent of the fact — the fact — the fact — the fact — the fact — the fact — the fact — the fact — the fact that we’s 166 of the most of the most of the most of the fact — the fact — the fact — the fact — the fact — the fact — the fact — the fact — the most

　　“解決者”們來自世界四面八方，背景也是五花八門，在車庫裡做實驗的大有人在，還有的是在校學生，破解化學難題的高手裡面也不乏律師。

The "resolvers" come from all over the world, from a variety of backgrounds, from people who are experimenting in garages to school students, and from lawyers who are good at cracking down on chemical difficulties.

　　上文提到的Melcarek原來所學的專業是微粒加速器，由於經濟上的壓力，他不得不放棄深造的機會成為一名工程師，每天從事設計加熱孔、工業噴漆機器人等工作，“朝九晚五的日子讓我感覺很不好”，他感到自己的科學知識和探索的欲望完全沒有得到充分的發揮。在“創新中心”，他終於找到了自己的舞臺，他的得意之作之一，是為著名的日用品公司高露潔-棕欖公司提供了一個方案，用電子物理的方法解決了牙膏封裝的難題。

When Melcarek had learned his profession as a particle accelerator, he had to give up the opportunity to be an engineer because of the economic pressure, working daily with design heating holes, industrial spray robots, etc. “It makes me feel bad to nine and five nights” and he feels that his desire for scientific knowledge and exploration has not been fully realized. In the Creative Centre, he finally found his own stage, and one of his great efforts was to provide a programme for the famous Japanese utility company >, using an electrophysical method to solve the problem.

　　“這個辦法極其簡單，” Melcarek說，為什麼高露潔沒有想到呢？“他們的研發人員可能都是和試管打交道的化學家，缺乏物理專業知識”。Melcarek沒花什麼力氣就贏得了2.5萬美元，同樣的課題，如果由高露潔公司自己的研發人員來解決的話，花費可能將是這個數字的幾倍——前提是如果他們能解決的話。

Melcarek says, "This is a very simple approach." "They're researchers who may be chemists dealing with test tubes, with a lack of knowledge of physics." Melcarek won $25,000 without any effort. The same lesson, if , may cost several times that number — if they can.

　　Melcarek對自己的業餘成就和收入相當滿意。但是，對Melcarek來說像天使降臨一樣的眾包大潮，對於另一些人來說就如同魔鬼一樣可怕。

Melcarek is quite happy with his legacy and income. But, for Melcarek, a crowd like an angel comes, it's as scary as a demon for others.

　　（一）正確認識我國在利用眾包模式上與國外存在的差距

　　一是要把眾包（B型威客模式）作為企業創新的一種手段或方式。目前我國企業對眾包（B型威客模式）的利用還僅僅局限於解決較小的工作任務，如為企業產品設計廣告詞，為產品設計一個好的商標等，這與國外企業把眾包作為企業創新的一種手段或方式相比還存在一定的差距。

The first is to create a new means or way of doing business. The current use of "B" packages by our companies is limited to solving smaller tasks, such as designing , which represents a certain gap with foreign companies using public goods as a new means or means of business creation.

　　二是要剋服沒有把眾包（B型威客模式）作為一種新商業模式的認識。

Second, there is a lack of awareness of the "B" model as a new business model.

　　目前在我國無論是國有企業，還是民營企業，對於眾包這種新商業模式的價值都還缺乏清楚的認識，從我國威客網站企業發佈的任務來看，幾乎沒有一家企業自覺地把眾包作為一種新的商業模式來運用，還沒有樹立通過眾包建立起消費者市場與企業的生產之間的聯繫新觀念。

At present, does not yet have a clear understanding of the value of this new business model for the public. From the mission of our website, there is hardly a single company that consciously uses the public purse as a new business model, and there is no new idea of how the consumer market .

　　三是要確立把眾包作為一種新創業方式思想。目前我國眾包網站基本上是一個服務的中介機構，只能看做是服務中介機構服務手段的信息化，沒有發揮眾包作為一種新創業方式的功能。

Third is to establish the idea of public packages as a new way of creating businesses. At the moment, our public websites are basically an intermediary for services that can only be seen as without the ability to launch a public package as a new way of doing business.

　　四是要剋服把外包與眾包對立起來的錯誤認識。外包與眾包各自發揮的作用是不同的，二者存在完全相互替代和相互對立的關係。眾包的出現雖然會使原屬於外包的部分業務採取眾包的方式來進行。但是，並不是任何外包業務都會被眾包所取代。那些需要提供穩定的有保證的配套產品和服務的外包業務，是不可能通過眾包方式所取代的。只有那些具有創意性的外包業務，才有可能被眾包方式所取代。

The fourth is the false perception of outsourcing as opposed to the public package. Outsourcing has a different role to play from the public package, and there are completely alternative and opposing relationships between the two. The crowdsourcing may be carried out in such a way that some of the businesses that were previously outsourced will take the package. But no outsourcing business will be replaced by the crowd.

　　一是加強行業自律。所有的眾包網站都要制定相應的規則，不允許客戶發佈違反國家法律和社會道德的工作任務，所有的眾包網站都應鄭重承諾保持競爭的公開、公平與公正，儘可能地防止舞弊行為的發生。

One is to strengthen self-regulation . All public websites are required to establish rules that do not allow clients to undertake tasks that are contrary to national laws and social ethics, and all public websites should fully commit themselves to preserving the publicness, fairness and justice of the competition and, as far as possible, to preventing fraud.

　　二是儘快起草相關的管理條例。國家有關部門應加強對眾包中可能性出現的違法現象的研究，可以先制定眾包的暫行管理條例，使眾包的運行做到有法可依。

Second, the relevant regulations should be drafted as soon as possible. The country’s relevant ministries should intensify their research into possible irregularities in the packages, which could be preceded by temporary regulations to make them operational in accordance with the law.

　　三是根據眾包運行特點修訂和完善相應的稅收徵管辦法。目前，國家稅收部門對眾包網站和眾多的威客們的收入渠道缺乏有效的監管。國家應儘快建立起覆蓋全社會的個人收入監管體系，實行由威客網站代為征收相關稅收制度。

Third, based on the special features of the public campaigns. At present, the State Revenue Department lacks effective control over the revenue channels of the public websites and a large number of dignitaries. The State should quickly establish a system that covers the entire society on behalf of powerful websites.

　　四是嚴厲打擊利用眾包進行犯罪的行為。為了防止利用眾包進行違法活動，應對客戶發佈懸賞金額較大項目的真實性和運作的公正性進行監管，對懸賞金額較大的項目的中標過程，實行強制的社會公證制度，確保國有資產和社會公眾利益不受損害。

Fourth, in order to prevent the use of public packages for criminal purposes, oversight should be exercised over the authenticity and fairness of client offers of larger amounts of reward and the process of implementing a mandatory social notary system that ensures that the country has assets and the public interest is not compromised.

　　五是加強眾包中知識產權保護。

The fifth is the strengthening of .

　　應該把眾包中所有參與者提供的範圍原創作品都納入知識產權的保護，對眾包網站和客戶侵害參與者知識產權的糾紛，執法部門應依法予以查處，並建立起相應的賠償機制。六是儘快建立與眾包相適應的電子支付系統。

All participants in the package should be included in the protection of intellectual property rights, and the law enforcement department should investigate and establish a corresponding compensation mechanism for violations of intellectual property rights by public websites and clients. The sixth is to establish .

　　應建立一個公共電子支付系統，只要客戶一經確認中標作品，中標者就可以通過公共的電子支付系統獲得自己的報酬，從而才能保護參與者的積極性，保證眾包的健康發展。

A public electronic payment system should be set up so that, once the client has confirmed that the label is in place, the labeler will receive his or her own remuneration through the public electronic payment system in order to protect the motivation of the participants and ensure the healthy development of the package.

　　（一）對社會經濟生活的積極影響

　　第一，能充分發揮人力資源的作用。首先能最大範圍地利用人力資源。

　　因為互聯網是一個國際性的開放平臺，不受地區、國別和民族等的限制，只要有能力完成相關的任務，就可以成為威客。其次能最大限度地利用人力資源。眾包突破了固定工作地點和工作時間的限制，只是確定了完成工作任務的特定期限，從而使人們可以利用部分閑暇時間來完成某項任務。

Because the Internet is an international open stand, free from regional, national and ethnic constraints, and capable of performing related tasks, it can become a champion. Second, it can maximize the use of human resources. The package breaks through fixed work locations and , and allows people to use part of their leisure time to accomplish a certain task.

　　網站會員可以通過建立一個類似於“A Swarm of Angels”依靠集體力量共同創作完成的眾包項目，利用互聯網任務分解，整合完成，上市交易，收益分配等過程，共同完成其創意，使眾包成為一種新創業方式。

By creating a public package, similar to “A Swarm of Angels”, which was created by a group of forces, the site members could use the Internet to divide, integrate, market transactions, to complete their creation and make the public package a new way of doing business.

　　眾包在創造新工作模式的同時，也創造了新的就業方式。由於眾包突破了固定工作地點和固定工作時間的限制，從而就會產生一部分人不需要與某個企業或用人單位簽訂聘用合同，而採取自由職業者的方式，在自己的家裡通過網路，不斷接受任務──完成任務──領取賞金的方式自主就業。

At the same time as creating a new pattern of work, they also create new ways of doing business. By breaking the restrictions on fixed work locations and fixed working hours, a group of people do not need to sign to a firm or 大規模定製”創造了條件。

　　眾包打破了生產者與消費者之間存在著的嚴格界限，使消費者能直接對產品設計、性能和規格等提出自己的想法，生產企業可以通過眾包的方式把意見集中起來，交給消費者去評估。然後，根據消費者評估的結果，實行“大規模定製”，極大地降低了產品的市場風險。

By breaking the strict line between producers and consumers, producers are able to put forward their own ideas directly on product design, performance, and regulation, and producers are able to bring their opinions together through a public package and leave it to the consumer to evaluate. Then, according to the user's assessment, “big rules” are implemented, and the market risks of .

　　一是將“數字鴻溝”變成巨大的收入差距。眾包是以互聯網為載體的，眾包的出現必將把“數字鴻溝”變成現實的巨大的收入差距。眾包在為上網人群提供獲取更多收入的同時，也使不能上網的人群失去了新的獲取收入的機會。

The first is to turn into a huge income gap . The crowds are web-based, and the crowds will turn the "digital divide" into a real income gap.

　　二是會擴大上網人群之間的收入差距。眾包實行的是懸賞式的報酬方式，即“贏者通吃”的原則，只有中標者獲得賞金，這勢必增加中標者與未中標者之間的收入差距。

Second, it widens the income gap between the online population. What is implemented is a reward, a “winner-takes-all” principle, and only the middle-marker gets a reward, which increases the income gap between the middle-standard and the missing.

　　第三，可能造成人力資源和資金的浪費。

　　一方面是造成人力資源的浪費。眾包通過發佈任務，從現有的參與者提供的方案中確定中標者，難免造成有的工作任務參與者過分擁擠，而有的工作任務卻很少有人光顧，不可避免地造成人力資源的浪費。另一方面是造成客戶的資金浪費。如果客戶發佈的某項工作任務，參與的人員較少，在現有的參與者所提供的答案客戶也不是十分滿意，但根據B型威客網站通行的不退款的規則，客戶只能在現有的答案中勉為其難地挑選一個，客戶花費了一定的投入，但沒有獲得相應的滿足，因而造成資金的浪費。

On the one hand, it causes a waste of human resources. On the other hand, it causes a waste of money. On the other hand, it causes a waste of money. If a client issues a job with a smaller number of participants and the answer to an existing participant is not very satisfactory, but according to the non-refundable rules prevailing on the B VIP website, the client can only select one of the hard-to-do answers, and the client spends a certain amount of money, but not enough to pay.

　　第四，造成國家稅收的流失。

　　目前眾包的收入分配是由網站代收，在任務完成後按80%的比例給中標者發放賞金，這種分配方式具有一定的分散性和隱蔽性，使國家對個人所得稅的征收面臨困難。

The current income distribution of the public package, which is received on behalf of the web site and awarded to the middle labels 80 per cent of the time after the completion of the mission, is somewhat fragmented and covert, making it difficult for the country to collect taxes from individuals.

　　一是挑戰社會道德。目前威客網站上發佈會的工作任務是無所不有，如有的發佈利用人脈關係懸賞調動工作的任務，賞金高達5萬元；有的發佈代寫畢業論文和科研論文的工作任務等，直接衝擊社會的道德底線。二是為違法犯罪提供方便。眾包通過發佈工作任務和向中標者提供懸賞金額的辦法，也為化公為私、“洗錢”等犯罪行為提供了條件。

The first is to challenge social ethics. The task of publishing the conference on the Web site is all-encompassing. For example, the amount of $50,000 has been awarded for the task of using people's relationships to promote work; for example, it has directly impacted the moral bottom line of society by publishing post-graduate and scientific papers. The second is to facilitate crimes against the law. The public offers the means by which work assignments are issued and grants are granted to middle-ranking labels, as well as provisions for private crimes such as “ /a>.

　　眾包一方面為發展中國家的勞動力創造了新就業機會和新就業形式，但另一方面也為發達國家剝削髮展中國家的勞動力創造了條件。眾包以更加隱蔽的方式為發達國家的企業免去應承擔的勞動者社會保險的義務，同時，由於眾包主要是利用人們的業餘時間，其報酬極其低廉，從而更有利於發達國家剝削髮展中國家的勞動力。

While creating new employment opportunities and new forms of employment for the labour force in developing countries, the package also creates conditions for the labour force in developing countries to exploit the labour force in developing countries. In a more subtle way, the package provides free labour for developing countries’ firms , in the same manner that the package is paid at a very low price and is more conducive to the development of the country's trade liberalization.

　　走在前列的公司大都採用了眾包這一模式，比如說：寶潔、高露潔，而且它們都獲得了相當大的成功，對我國企業有著借鑒意義。

For example: , , and they have all achieved a great deal of success in my country's business.

　　利用巨大的用戶力量。因為在具有13億人口的國家中，巨大的消費者市場力量無疑是一筆極其珍貴的財富，如果不好好加以激發並利用，這將是極大的潛在人力資源浪費。據中國互聯網路信息中心數據表明，截至2007年1月，全球網民已達11億，中國網民已超過1.37億。根據推測到2010年中國網民將要達到2.3億，網路資源日益豐盛，網路力量日顯強大，這個群體將會爆發出前所未有的巨大力量，絕對不可以忽視。

The market power of in countries with 1.3 billion people will be a huge potential for human resource costs if it is not properly stimulated and used. According to

　　註重網路平臺下的用戶需求。2005年美國麻省理工大學教授Eric Won Hippel提出了“創新正在走向民主”，“傳統的企業往往採用先市場調研，然後再進行生產、市場推廣，卻不知這一過程已造成了巨大的浪費”。同時他認為，以用戶為中心的創新，將比數年來占主流地位的製造商為中心的創新更有價值。用戶願意為定製的非大眾的產品付費，用戶的需求正在走向多樣化，市場也變得更加瑣碎化，用戶的需求逐步走向個性化，這些原因加速了用戶創新的要求和能力，產品設計由過去的以生產商為主導，轉向以消費者為中心。因為沒有人比消費者自己更早瞭解其真正的需求，他們的領先使用者比任何一家企業的研發部門都更活躍、更具有創造力，眾包的核心也包含著與用戶共創價值的理念。忽略用戶需求的企業，最終只會在競爭中被市場遺忘和拋棄。

In 2005, Professor Eric Won Hippel proposed that

　　善於藉助於提供眾包服務的網路平臺。比如目前的實施眾包的網路平臺有：CONBY，“創意中心”等。通過互聯網，公司可以在提供眾包服務的平臺中找到解決公司難題的“解決者”，一來提高效率的同時降低成本，二來增加創意的同時提高企業的知名度。企業外包付出的費用遠遠低於自己雇佣人員或外包給其他企業的成本，同時用戶通過自己的業餘愛好從被採納的設計和創意中得到自己的相應的收入，兩者達到“雙贏”的目的。中國的企業也可以將自己企業內部無法解決的問題，通過網路平臺，邀請用戶參與解決，充分利用企業外部豐富的網路資源。

Through the Internet, companies can find “managers” to solve corporate problems, while improving efficiency, and increasing the visibility of firms at the same time. The costs of outsourcing are far lower than the costs of hiring their own personnel or outsourcing to other firms, while using their own back-to-backs to get their own income from approved designs and innovations, and both achieve “win-win” goals.

　　改變傳統的創新觀念。一份IBM的調查表明中國有58%的CEO親自負責創新工作的領導，而在國際上，只有35%的CEO是如此的。在我國，一般都是認為創新是企業中研發人員的事情，但是，現在已經有越來越多的證據表明其實消費者這些外行人設計出來的東西也可以擊潰專業化的門檻，一樣能夠被公司所採用。

. " https://wiki.mbalib.com/zh-tw/%E8B0%83%E6%A5%E8A1%A8" questionnaire" survey China has 58% of , but only 35% of the company's own business has come from other countries.

　　△亞馬遜：網路零售巨頭推出了提供眾包服務的平臺Mechanical Turk（Beta版），企業用戶針對的是那些需要以數美分起價外包簡單計算任務的公司，而個人用戶將通過完成某項工作獲得小額的報酬。

Amazon: Internet retail giants have launched a public package-providing platform, Mechanical Turk (Beta version), where business users target companies that need to outsource simple calculations at a dollar price, while individual users will get a small reward for doing a job.

　　△OhMyNews：南韓著名的“群眾媒體”現在已有70萬讀者，4.1萬名記者。

ohMyNews: There are now 700,000 readers and 41,000 journalists in South Korea's famous “group media”.

　　△標緻汽車：舉辦標緻設計大賽，發動人們設計自己夢想中的汽車，2005年的獲獎作品Moovie出自一名23歲的葡萄牙學生之手。

: a logo design competition was organized to launch people to design cars in their dreams, and Moovie's award in 2005 came from a 23-year-old Portuguese student.

　　△寶馬汽車：寶馬在德國開設了客戶創新實驗室，為用戶提供線上的工具幫助他們參與寶馬汽車的設計。類似的做法還有奧迪在2001年～2004年間開設的虛擬實驗室。

: BMW set up a new client-initiated laboratory in Germany to provide users with online tools to help them participate in BMW design. Similar practices include a virtual laboratory set up between 2001 and 2004.

　　△樂高：這家深受人們喜愛的玩具公司一直鼓勵和資助用戶們參與公司的各項設計任務，從機器人操縱系統到積木套裝產品。

: This beloved toy company has been encouraging and funding users to participate in all of its design missions, from robotic manipulation systems to wood-packing products.

　　△Marketocracy：提供金融服務的社區，擁有6萬名線上股票交易員，追蹤最頂級的100只股票並提供投資策略參考，在過去的17個季度中，已有11個季度的指數優於標準普爾。

Marketocracy: community with 60,000 online stock traders , tracking only 100 at the top level

　　△宜家：通過舉辦“天才設計”大賽，吸引顧客參加多媒體家居方案的設計，得獎者將獲得2500歐元的獎勵，其作品將投入生產和市場。

: The winner of the prize will be 2,500 multi-media , whose work will be put into production and market.

　　△阿迪達斯：阿迪達斯的粉絲不僅加工了他們自己的跑鞋，而且還放到eBay上出售。

: Adidas fans not only processed their own running shoes, but also sold them at eBay.

　　△歐萊雅：全球最大的化妝品帝國近期推出了一個活動，讓用戶參與歐萊雅的廣告設計。類似的做法還被麥當勞、萬事達卡等公司採用。

: .

　　△不列顛泰特美術館（Tate Britain）：這家美術館擁有1500～2000年間豐富的美術作品，讓參觀者自己為展品寫講解說明，被選中的將製作成標簽展出在美術巨作旁邊。

Tate Britain: This museum has a rich art work from 1500 to 2000 that allows the visitors themselves to write statements for , stating that the chosen exhibition will be marked and displayed next to the fine works.

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