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Lunch with the FT: Guo Guangchang

Over vegetarian food, the billionaire behind China’s biggest private conglomerate talks about Cultural Revolution-era cuisine, learning from eastern and western sages, and what tai chi and investing have in common
hen a rich Chinese businessman is about to enter a room, my radar usually picks it up well in advance – the give-away is the sound of underlings tripping over themselves in the corridor to get out of the great man’s path.
But there’s no scurrying and kowtowing before Guo Guangchang arrives for lunch in the management canteen of his headquarters at the unfashionable end of the Shanghai Bund. Suddenly he’s just there, a slight bespectacled man looking like a cross between a librarian and the migrant worker he might have been – if he hadn’t built an $8bn conglomerate.
Guo Guangchang illustration for Lunch with the FT by James Ferguson
Guo is not China’s richest man; nor is he the flashiest, nor – according to him – even the cleverest. But in his 47 years, he has risen from peasant penury to having so much money that the desire to be rich no longer gets him up in the morning.
Fosun, the group he co-founded with three university friends in 1992, is the largest private conglomerate in China. It owns big stakes in the Shanghai hospital where my children get their flu shots, the cake shop where they get their birthday cakes, the holiday village where they’d love to spend half-term, quite apart from a fair amount of the ground we walk on (through its vast Shanghai property holdings).
It has also recently tried (and failed) to buy Forbes magazine, is trying (and will probably manage) to buy Club Med and has already bought Portugal’s largest insurance group, Caixa Seguros. Fosun has made 12 overseas acquisitions so far this year and there’s a good chance it will be coming to a country near you soon, looking to buy a company you know well. So this seems the ideal time to try to figure out what makes Guo Guangchang tick.
According to Guo, it’s a mixture of Buddhism, Daoism, Confucianism, and Warren Buffett. He says he finds inspiration for his investment decisions from China’s oldest sages (and that other one from Omaha). He is also a devotee of tai chi, the Asian martial art that he practises as often as he can. But the first thing we discuss is food – and not just because we’re having lunch.
Like many Chinese of his generation, however, Guo seems more nostalgic than critical of those darkest days of China’s recent history. He becomes positively lyrical on the topic of his mother’s signature dish from that period, meigancai(literally translated as “mouldy dried vegetables”), which he says tastes best with a generous dollop of pork lard.Food (and the lack thereof) was a big issue in China when Guo was born in the eastern province of Zhejiang in 1967. The country had recently embarked on Mao Zedong’s Cultural Revolution, resulting in widespread economic and social turmoil. He recalls that his family weren’t starving but neither were they banqueting (basic foods were rationed by how much each family contributed to their Communist production team). “We could definitely eat our fill but the food could be very bad,” he says, recalling how his mother “used to plant sweet potatoes secretly to feed us”.


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Patti Waldmeir talks to Guo Guangchang about his philosophy of life and about getting rich in China.
“We were poor then. We used to steam a bowl of rice and then put one layer of meigancai on top of the rice. Then the pork fat would melt into the rice. It smelled very good. Even today, it still makes my mouth water whenever I think about it,” he says, “meigancai is our nostalgia.”
As well as acting like Guo’s own version of Proust’s madeleine, this sun-dried pickle also became his staple ration at boarding school: in China most rural children, including those from peasant families like Guo’s, have no choice but to board in the nearest town if they are to attend school at all. His mother loaded a pot of meigancai with lard and as many pieces of pork as the family could spare, and he carried enough to school to last the whole week.
He roars with delight when I ask whether we’ll be eating meigancai at our lunch, served in a private room of Fosun’s free all-vegetarian management canteen. But it seems we won’t – not because this earthy dish is not grand enough but because it’s not vegetarian enough. As he slurps a bowl of steaming handmade noodles, and takes an oversized mouthful of the kind of sweet potato his mother used to plant, I ask Guo if he is a vegetarian. He says he isn’t, though he spent a month off meat when he was mourning his mother’s death, since she was a devout Buddhist. If possible, he also eats a meat-free meal in the canteen every day at lunchtime.
Today’s fare is cold steamed sweetcorn, sautéed winter melon with black mushrooms, okra, spinach, and potato with cowpea. At most business lunches in China this would be lubricated by a type of firewater known as baijiu, but not here. It’s all part of the Guo approach to life and getting rich – do nothing by extremes, whether it’s food, drink or market speculation. Tai chi, he continues, is about keeping the extremes of yin and yang in balance.
What, I ask, has all this got to do with buying Portuguese insurance companies? Guo takes a stab at explaining how it applies to his investment decisions.
“The aim of tai chi is not to strike first to gain dominance over an opponent but to wait and hit at the right moment,” he says. “That is, to be the first one to take action after feeling the change in momentum. Investing is similar to doing tai chi. No one holds a permanent speed advantage in the market due to the limits of human intelligence and vision. Your advantage comes from your ability to feel the change faster and take decisive action faster.”
Though any tai chi master worth his salt will tell you that it takes years to understand the first thing about this martial-cum-spiritual art form – and I know I have only grasped a fraction of his meaning – I do have some idea of the whole “feel the change” thing. Having recently tried tai chi, I learnt how, by simply extending one finger down my outer thigh, I could alter my balance to the point where even the instructor’s determined pummelling couldn’t topple me.
Guo says he used to practise tai chi almost every day; even now that he’s too busy to practise more than a couple of times a week, he “can still do tai chi even by sitting” – including while having lunch, it seems. “You see, I rarely sit like this,” he says, slouching for emphasis. “I usually sit like this,” he explains, perching upright on the edge of the chair. “In this way, your qi is flowing smoothly inside your body.” He adds that this helps him “have a good mental outlook” and “recover from general physical complaints”.
My grasp of the Chinese medico-spiritual concept of qi or “spirit” is about as weak as my grasp of tai chi. But Guo is so intent on helping me understand that he breaks into a rare bit of English to insist, “If you just practise the movements for five or 10 minutes, it’s good for your health. Even sometimes during conference calls, I listen to the other side while practising some movements,” he says. Staff say he’s been known to break into spontaneous tai chi in the coffee breaks during tough dealmaking sessions.
. . .
The influence of eastern spirituality on his investment strategy doesn’t end here. Buddhism, Guo explains, teaches you that “everything starts from your heart, and feeling the heart of others is the most important doctrine in Buddhism. In doing business that means seeing things through other people’s eyes. I feel that doing business is just like practising Buddhism. Money is not your only purpose. Your purpose is to make things better for other people, and in the end, money will come as a result.”

Fosun Corporate Building

2 East Fuxing Road Shanghai, 200010
Mushroom and wax gourd
Potato and cowpea
Vegetable noodle soup
Sweet potato
Total: Free
“Business,” he adds, “is also the best form of charity” (or that is what he tells Buddhists who come asking for donations). “By making a company successful, you can provide more employment, and, if you treat your staff well, then your business itself becomes a charity.”
Guo has been quoted as saying that intelligence isn’t the key to wealth. Instead, this is something known as xinli. It’s a term that many otherwise articulate people struggle to translate; this is how Guo explains it: “Some people make the wrong decisions but that’s not because they don’t have superior intelligence but because they can’t resist the temptation of the monsters hiding in their heart.”
For example, “Many people bought subordinated debt in the US before the subprime crisis when they knew clearly it was problematic but they knew if they didn’t buy it, their bonus that year would be reduced, so they made a decision based on short-term interests, not because they were ignorant of the risk.” Those people didn’t have xinli. Admitting when you’ve made a mistake is another form of xinli, he says – even if you are the chief executive and you think you should always be right. Think of Forrest Gump, he says: “He wasn’t intelligent but he was very successful”.
Guo also uses the example of Warren Buffett, the man on whom he has modelled his strategy of building a conglomerate that uses insurance funds to invest in widely diverse businesses. “I don’t think he’s been successful because he is smarter than others,” says Guo. It’s more about investment discipline, sensitivity to the market, and taking the long view, he adds. Those things, it seems, are also xinli.
Buddhism and Buffettism aside, there is another sage whom Guo credits with his success: Deng Xiaoping, the leader who steered China through wide-ranging economic reforms after Mao’s death and who is famous for his (possibly apocryphal) saying, “To get rich is glorious”. Guo says: “If [Deng] hadn’t distributed the land to the peasants, we would never have had enough food to eat. Most [villages] in Zhejiang were starving”. He says that, without Deng’s reforms, he could never have attended university, “and then there would be no Fosun”.
For Guo’s company name reflects his treasured university education: Fosun means “star of Fudan University”, his alma mater and Shanghai’s most prestigious academic institution. But he didn’t just get a philosophy degree from Fudan: he honed his business skills there by selling bread to hungry classmates when they finished studying at 11 each night. He earned Rmb5 a night, which seems a paltry sum until he points out that his monthly expenses were only Rmb30 at that time.
After graduation in 1989, he had planned to study overseas but, instead, used the tuition money to found Fosun with three classmates (all of whom remain involved). Today, 22 years after the company was founded, it has investments from steel to mining, tourism to pharmaceuticals.
I hope you can understand we were poor for a very long time. I hope you can understand our desire for a good life and money. Let’s not rush to criticise that
This kind of “Zhejiang-to-riches” tale is not totally unheard of in modern China: Jack Ma, founder of internet giant Alibaba, is also a Zhejiang boy – and a fellow fan of tai chi. Guo is often compared with Ma but the Fosun chief says he’s not as clever as the ecommerce tycoon (nor, for that matter, so good at tai chi): “No one is as smart as Jack Ma,” Guo says, exploding with mirth. “He’s a . . . what do you call it . . . an alien. I’m just a normal guy,” albeit one with a personal wealth of $4.3bn, according to Forbes’ China Rich List.
Talk turns to more recent developments. Fosun has been battling for more than a year to take majority control of French holiday chain Club Med, and it recently paid $725m to buy New York’s Chase Manhattan Plaza. But its most important strategic move recently was to spend €1bn buying Caixa Seguros, an insurance group that gives him the funds he needs to buy overseas companies that can capitalise on China’s growing affluence, such as Club Med, without taking on more debt at a time when rating agencies already say Fosun has too much borrowing.
“Owning that insurance company means we own €13bn in insurance assets that we can use for investment,” he says, adding that assets from the Portuguese group funded Fosun’s $100m stake in Alibaba’s recent US listing. But, I say, you can’t just milk the Portuguese company for funds, you also have to sell insurance to Portuguese people (and deal with insurance regulations that are very different from those in China), isn’t that a bit difficult? “It’s not the first time we have invested in an insurance company. We understand insurance,” says Guo. This has the ring of famous last words but his confidence won’t be shaken. Buffett uses insurance to drive investment, and Guo is determined to do that too.
It’s time to finish up but Guo has hardly touched his noodles, and I still want to know: what does a boy who grew up in a peasant family during the Cultural Revolution think about the current state of the soon-to-be biggest economy on earth? Pundits wring their hands over greed, ostentation, and the decline of traditional values. Is Guo worried that China will just collapse under the weight of its own acquisitiveness?
He rebukes me gently. “I hope you can understand that we were poor for a very long time. I hope you can understand our desire for a good life and for money. Let’s not rush to criticise it. That is my opinion”.
He adds: “I believe Chinese culture, including Confucianism, Buddhism and Daoism, is very balanced. It will lead people back to what they really need in their hearts. When people are rich enough, what they hope for will be different. At the beginning, a man wants to be rich, he wants to show off his wealth, it’s normal. But, gradually, he finds it’s quite boring. He will gradually find that inner spiritual balance is more important so he will turn to that.”
With that, the philosopher entrepreneur heads out, possibly to buy another famous name near you.

Rise of a business empire

1992 Guo founds Guangxin Technology Development Company, a market research group, with classmates from Fudan University, using Rmb38,000 as the company’s founding capital. Guangxin subsequently takes a founding stake in Fosun Group.
1994 Expands investments to property and pharmaceuticals.
2004 Fosun International founded in Hong Kong, listed on main board of Hong Kong stock exchange in 2007.
2010 Acquires 7.1 per cent of Club Med, the first time a quoted Chinese group has taken a direct holding in a listed French company.
2012 Sets up joint venture Pramerica Fosun Life Insurance with Prudential Financial. Also invests in Minsheng Bank, China’s largest privately owned lender.
2014 Wins bidding war for an 80 per cent stake in Portugal’s largest insurance group, Caixa Seguros, for €1bn. Other investments include Malaysian restaurant chain Secret Recipe, and US film production venture Studio 8. Raises bid for Club Med.

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Lunch with the FC:我是一個 Accidental Banker

1 : GS(14)@2012-01-27 23:42:24

http://www1.hk.apple.nextmedia.c ... 307&art_id=16018580
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Lunch with the FC:「香港人批評自己叻過讚美自己」

1 : GS(14)@2012-02-25 15:41:51

地下故事 考古掘出動人歷史

港義勇軍 以寡敵眾

其中一個關於香港義勇軍,一隊由中國人組成的機槍團,這些軍人以寡敵眾,在日軍猛烈攻擊下,誓死不投降,最後全軍覆沒。雷剛指英軍在戰後不大高調表揚中國軍人的貢獻,英方史料記載不全,反而日軍有詳盡記載。雷剛走去靖國神社翻查資料,日方資料指日軍攻了 15次才攻破。日軍對義勇軍的英勇心存敬意,動手把屍體埋葬,地點在陽明山莊附近。

投資民主化 餘生專注做一件事

「我 99%肯定我餘下四分之一的人生,會專注做一件事。」這件事是雷剛二十多年投資生涯累積的精華,他希望用來服務香港人,他說的是退休投資計劃。香港人談起強積金,大都咬牙切齒,都知道二三十年之後,一部份的強積金會去了基金公司的口袋,這些每年收取高昂管理費的基金公司,是強積金的唯一肯定贏家。香港人都知道問題所在,但不知道解決方法,因為彷彿這是唯一一條路。


2 : GS(14)@2012-02-25 15:42:51

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Lunch with the FC- 莫乃光: IT界選民應該傾向民主

1 : GS(14)@2012-08-24 11:54:54

由做同事開始,認識莫乃光十多年,一直保持聯絡。這些年從一個距離觀察他為 IT業奔走發聲,為民主站在前線,我認同莫乃光為人,並以認識他為榮。吃完這餐飯,我赫然發現,影響著莫乃光的環境,包括他成長年代、家庭、教育、工作等,竟似曾相識,我認同莫乃光,因為我也是莫乃光。
莫乃光是2012年立會選舉資訊科技界候選人,對手是四年前擊敗他的譚偉豪。從表面看,我支持莫乃光可能有點怪異。譚偉豪和我同屬電子工業界,我們多年來在不同場合碰面,覺得他為人和藹友善,為 IT和工業界有過付出,而且他任主席的權智(601)是精電(710)客戶。從功利角度看,我理應支持譚偉豪,但問題是,他的對手是莫乃光。
莫乃光故事由他六七十年代成長在一個當時算富裕的家庭開始,父母管教開明,中學就讀香港華仁,受耶穌會自由思想薰陶,在美國讀大學,畢業後在美國 IT界工作。
六四事件代表政治意識啟蒙點,他從遠處感受民運的悲壯,激動過後緊隨香港進入民主政制進程,九十年代回流香港,以不同身份參與香港社會。我以前未認真想過,原來莫乃光的故事即是我的故事,只要把美國換為加拿大, IT轉為財經,我的成長環境跟莫乃光基本沒分別。
[莫乃光當年就讀華仁的學生照。] 莫乃光當年就讀華仁的學生照。
八十年代赴美 六四認識中國
莫乃光87年碩士畢業後,在美國 IT公司工作,過著正常美國華人生活,直至89年6月某日。「我不算是先知先覺的一群,我是到坦克入城才感到事態嚴重,我很記得這一日,我病了沒上班,在家不停看 CNN,之前我對中國政治全無認識。」
「我們這班人大部份到今日仍有聯絡,我不為意有人想刻意抹去這段歷史。我競選團隊中便有當年戰友,還有幾位戰友在 IT界工作,多年來一直公開支持我。」
94年莫乃光回流,加入于品海的智才工作,負責集團 IT部門,當年智才業務廣泛,他參與旗下不同公司的 IT運作。智才其中一個新項目,是成立互聯網供應商( ISP),這時候是95年。項目開始不久,智才陷入財困,幾個投資者向智才收購 ISP項目,莫乃光和部份管理層團隊隨項目離開智才,新公司是 HKNet,是香港第一代 ISP。
[莫乃光稱,選擇民主這條路,過程很自然。] 莫乃光稱,選擇民主這條路,過程很自然。
94年回流 政府眼中 IT專家
HKNet曾經是香港最大 ISP之一,後來被中建電訊(138)和日本 NTT收購,我在科網泡沫年代曾搭上科網列車,在中建電訊年代和莫乃光做過同事。當時莫乃光是香港互聯網供應商協會會長,是業界主要領導者,關於科網大小事情,都見到莫乃光身影,他是科網年代紅人。
莫乃光仍記得95年香港多個 ISP涉嫌無牌經營,這事件被炒作為國際新聞,影射香港回歸前喪失言論自由,於是政府急急放人,並鼓勵互聯網業界聯合起來,找出一些業界領導者,方便跟政府部門溝通。「那時候所有人包括政府都感到 IT的重要,但大家對 IT的認識不深,我稍為有 IT經驗,被視為專家,忽然間好多人找我。」
2000年開始,莫乃光出任多份公職,包括中央政策組、消費者委員會、醫管局等,因為 IT越來越重要。過去十多年,每逢甚麼關於 IT事情發生,傳媒需找 IT業界給予意見,市民都會見到斯斯文文、說話流暢的莫乃光出現。莫乃光代表 IT業,整條路途合情合理,但六四激情過後,連民運人士也投入正常生活,莫乃光回流後沒參與本地政治,最積極政治活動是每年去維園出席燭光集會,「民主莫乃光」是怎樣走出來?
「 IT業界以前不算政治化,單仲偕由1998至2008年出任 IT界別議員,連任時政治氣氛也不算太激烈。建制派覺得需要組織起來,統籌做好選舉工作,我相信是2004年選舉失利之後,而第一場跟民主派重要對壘是2006年特首選委選舉。」這一年選委 IT界選舉,單仲偕帶領6人民主派名單, IT業界組成另一張20人名單,諷刺的是,當年莫乃光和譚偉豪同在這張業界名單上。莫乃光笑說:「好快就發覺同床異夢。」
06年爭做選委 行出民主路
換句話說, IT界第一次感受到濃厚政治意識,大約是2006年,選委選舉後, IT界知道這界別從此不一樣,從此 IT界選舉以政治取向分界,壁壘分明。莫乃光變得政治化,很大程度是因為香港變得政治化,是香港政治環境要求他作政治取態。
「我想我不算激進,肯定不是逢中必反,我最不能忍受是建制派私下對我說:『你忍嚇啦,中國會變』。變?我不算激進,這麼多年變了甚麼?我見到太多所謂親中人士,其實是一個利益集團,他們親中全是為自己利益,而不是堅持信念。我也認識真心親中人士,雖然我不同意他們的信念,至少我尊重他們。」當香港政治環境變了,連 IT人也要表態,莫乃光的抉擇來得舒服自然,沒有悲壯口號,沒有腦交戰掙扎,他就是選這條路。
根據職業訓練局統計,香港有7萬人從事 IT工作,但 IT界別只有6700選民,少於10%,其中5%是公司票。 IT選民資格複雜至不能三言兩語解釋清楚,主要是會員制,即是選民須屬於某些會的會員,才有資格投票。
IT界別選舉條例混亂,普羅市民沒法理解,過去多次傳出種票指控。對於 IT選舉界別組成,莫乃光有很多話要說。
「7萬 IT人,其實我認為數目不止此數,只有少於10%有權投票,包括5%公司票,其他選民須每年交會費,對不想交會費的年輕選民已經是不公平。感覺上, IT人普遍年輕,但 IT界選民平均年紀不小,原因是選民資格扭曲這個界別的代表性。」
「 IT界選民應該傾向民主, IT人不可能保守,因為 IT講求創新,追求資訊自由流通,工作上遇到言論自由受到限制, IT人第一身感覺到。自由、平等、開放的概念在 IT行業更切身感受到。」
「建制派在很多功能組別的賣點,是幫選民回內地做生意,打開內地市場,因為建制派跟內地關係較好,可以直接幫到選民。這一招在 IT界我認為是反智,香港 IT界不應日夜想住回內地做生意,內地資訊環境被封閉,香港 IT界應該做好自己工作,發展本土 IT業,吸引全世界 IT企業來香港設立基地,從香港面向世界,包括打進內地市場。」
搞 IT要 Un-China 發揮優勢
「香港 IT界的優勢,是跟內地的不同。」莫乃光說出我多年不停重複的「溫布頓效應」,香港模式的核心是 Un-China,香港應該推銷的,是我們和內地的不同。
「香港不要學習內地 IT業,香港人根本不容易掌握內地 IT業,太多禁區,有幾多間香港或外國 IT公司在內地做得成功?」
「內地 IT業缺乏創新精神,知識產權保護不足,政治審查剝削內地人知情權利,例如在內地不可能開設寫 facebook Apps的公司,因為在內地無得用 facebook。」我都好想問那些親中人士,點解在內地不能用 facebook?
假如香港人不發聲,指出內地 IT封閉的反智,反而改變自己來遷就內地,香港 IT界只會「大陸化」。
「香港 IT業的出路,是保存香港的優勢,即是凸顯香港跟內地的不同,香港政府其實很清楚,政府唔敢講等我講。」
「我認識每一個內地大型 IT公司老闆,都有海外居留權,不少擁有香港身份證,這些 IT人最清楚自由的重要。」
華仁不 Hard sell
莫乃光記得:「在天主教環境讀書,從沒感到有壓力要信教,學校和神父沒 Hard sell過,至少我不覺得有。」今日我們在討論國民教育,神父在生的話,我知道他們會怎樣做。
「可能是香港教育制度的問題,香港學生四平八穩地答問題,答得不錯。去外國讀書,香港學生普遍根底好,特別懂得考試,最初成績可以很好。不過大學後期開始鼓勵學生天馬行空,做 Project,寫 Essay,香港教育制度的不足,立即現形,鬼仔話咁易過我哋頭。」
這方面我的經歷跟莫乃光有分歧,讀大學時我進入的商學院百分百用 Case Study教學,無得背書,我一開始便被鬼仔過頭,成績從來未叻過。
茶( x2)$56
2 : 寧采臣(25759)@2012-08-24 12:24:33

在天主教環境讀書,從沒感到有壓力要信教,學校和神父沒 Hard sell過,至少我不覺得有。」今日我們在討論國民教育,神父在生的話,我知道他們會怎樣做。

完全同意, 好懷念那些年

而家香港立立亂, 希望做多幾年野可以移民外國
3 : GS(14)@2012-08-24 12:45:16

在天主教環境讀書,從沒感到有壓力要信教,學校和神父沒 Hard sell過,至少我不覺得有。」今日我們在討論國民教育,神父在生的話,我知道他們會怎樣做。
完全同意, 好懷念那些年
而家香港立立亂, 希望做多幾年野可以移民外國

4 : 寧采臣(25759)@2012-08-24 12:47:20

在天主教環境讀書,從沒感到有壓力要信教,學校和神父沒 Hard sell過,至少我不覺得有。」今日我們在討論國民教育,神父在生的話,我知道他們會怎樣做。
完全同意, 好懷念那些年
而家香港立立亂, 希望做多幾年野可以移民外國

英美坡澳, 好多選擇, 就係唔鐘意被同化
5 : greatsoup38(830)@2012-08-24 12:53:42

6 : 寧采臣(25759)@2012-08-24 12:56:12

最恐怖係洗腦既人好叻,唔會hard sell迫你洗, 即係被洗腦同化都唔知
7 : greatsoup38(830)@2012-08-24 13:09:32

最恐怖係洗腦既人好叻,唔會hard sell迫你洗, 即係被洗腦同化都唔知

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Lunch with the FC: 「我會完成對香港的承諾」——林奮強 蔡東豪

1 : GS(14)@2014-01-28 01:28:14




未必想贏 但輸會後悔

「我很早便知道自己是怎樣一個人,我相信我們需要認識自己,有些事情可改變,有些事情不可改變。我的動力來自不想後悔,我未必事事想贏,但一定不想承受因為輸帶來的後悔。」林奮強不脫書呆子作風,拋出minimax regret這些學術理論。


香港有病 我知道怎醫










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葡國雞.香港樓.瘋CY Lunch with 貿發局新主席 羅康瑞

1 : GS(14)@2015-11-02 00:52:38

2015-10-25 iM




子女經 讓兒女闖天下








談樓市 內房有排發展








談特首 要選就早點出來



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【果籽民調】去泳棚游水?你lunch hour有多長?

1 : GS(14)@2016-03-09 16:59:37

康文署將在全港三個地點設立釣魚區、蔭棚及座位等設施,梁振英昨日在網誌表示,為促進親水活動,中環上班族應該「中午吃個簡單午餐,剩下45分鐘,坐在岸邊釣魚,是很好的鬆弛辦法。將來如果可以在IFC一帶,建個現代化的岸邊泳棚,午飯後游二十分鐘,是去gym以外的好選擇。」雖然不少上班族都喜歡善用午飯時間去做gym,之但係,以lunch time一小時為例,來回路程二十分鐘,沖涼換衫二十分鐘,還要游水二十分鐘,那真的有時間吃飯?你lunch time有幾多時間呢?1)少於1小時2)1小時3)1.5小時4)2小時或以上投票網站:http://bit.ly/21YsPMf記者:馬朗澄

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【放lunch喇】學生飯堂 象山邨吉豬飯回味無窮

1 : GS(14)@2016-09-01 06:26:22







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太古廣場:邊個話冇free lunch?識食一定咁樣食免費餐

1 : GS(14)@2016-12-21 23:40:53

「若不用付費,用家才是商品(If you are not paying, you are not the consumer, you are the product being sold.)。」在KOL泛濫的年代,這句說話重新發揮它的魔力。不過家姐我志不在講呢啲marketing系高深話題,而是實實在在、飽肚嘅free lunch。最近一到lunch time,pantry又少咗人。Connie早早閃咗去尋找隱世美食、Priscilla搭叮叮返屋企陪個囡食完飯再返工,叫外賣free lunch塞爆pantry嘅情景已不復見。事源係一個幾個月前出現嘅叫外賣App,家姐我有幸收到風,又喺金鐘呢個咁具地利嘅地方返工,個App當時第一炮就係每個月sponsor三餐free lunch,上限二百蚊。二百蚊即係食到幾多嘢?我唔直接答你,我用例子答你。我叫嘅第一餐free lunch其實係free dinner,記得當日做完中期業績已經死死吓,飯都唔想落街食,偏偏又要喺公司等運到。唯一嘅highlight就係有得食免費餐。嗰陣個App仲未有好多餐廳,我揀咗一間越南餐廳,一碗火車頭、一盤刁草薯條配明太子沙律醬、一客蝦春卷,仲有兩罐汽水。落單半個鐘後送到嚟,薯條春卷熱辣辣,火車頭仲分湯上。而我,一蚊都無畀過。
App一開始送free lunch,梗係博你download咗個App先,以後再自己畀錢order;又或者博你打卡或者同朋友開心share,幫佢免費賣廣告。人肉廣告就係,你食咗佢餐free lunch,就變咗商品,好似變咗《千與千尋》入面隻豬咁。之但係既然要做商品,梗係要做賺到盡嗰個。新會員優惠當然用到盡,家姐我就食晒三餐free lunch。到Connie佢哋發現呢個App時,已經無二百蚊免費餐呢支歌仔唱,新會員得嗰五十蚊free quota。唔夠食free lunch,我哋都叫咗幾日免費芒果糯米糍同桂花糕做甜品,法國薄餅crepes都叫咗三、四次。媽媽級Priscilla做得仲盡,唔喺公司食lunch,都要叫支竹蔗矛根送到嚟公司,拎返屋企飲。免費喎,why not?個App現時已經唔算新,以一個App嘅周期嚟講,簡直係去到outdated嘅階段。呢個時候仲可以點幫自己日日賺?就係成為另一個商品──like佢facebook。公司都深明雞髀打人牙骹軟,日日都定時定候畀折頭promotion code,先到先得。計落我哋成個team加埋,已經免費食咗幾千蚊嘢。當然我哋貢獻晒啲私人資料去開account,又得閒喺WhatsApp同朋友讚吓隻App,仲like埋佢facebook。係做咗人肉廣告㗎,但啲免費炸雞同炸雲吞,又真係幾好食。故事係咪真係咁美好?梗係唔係啦,都話現時個個都出去食lunch又或者帶飯。除咗着數越嚟越少,啲伏位都慢慢浮現。有咩咁伏?下次再教精你,我到站落車趕去譚仔啦。【家姐教路】想知道免費優惠,都離不開subscribe email alert同埋like facebook。記得呢啲promotion多數有期限,如果唔想蝕,不妨order啲唔使補錢嘅細額小食,珍珠奶茶都係一個好選擇。最後最後,confirm order之前記得望吓係咪真係用咗promotion減咗價,詳情下次伏位揭密再講。關家姐

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【飲食籽】越南Lunch Lady徒弟開店 攤檔湯粉中環登場

1 : GS(14)@2017-04-15 23:29:13

順化牛肉粉(Bún bò Huế)是越南第二出名的湯底,以蝦醬加豬、牛、薑葱、香茅及辣椒熬製,入口較甜,亦帶辣香。

【飲食籽:識飲識食】有遊訪過越南胡志明巿的話,相信會聽聞過位於西貢的The Lunch Lady,這個每日只做午巿的街邊攤檔,就連曾經和奧巴馬在越南小檔用餐的美國名廚兼主持人Anthony Bourdain,都喜歡得在他的飲食電視節目《No Reservation》中大力推介,尊稱Lunch Lady「是個傳奇」,這越南獨特滋味快將在香港登場!

Anthony Bourdain曾說他第一次到訪越南,新奇事物及美食改變他的生活,眼前34歲的吳志達(Brian)亦一樣。Brian曾經在中環開設酒吧餐廳Three Monkeys,於2013年退出後,決定去趟旅遊稍作休息,遊訪之地──越南,就是故事的開端。「The Lunch Lady在當地很有名,我早有計劃去試食,因為她每天只賣一個湯底,每天不同而且很好味,就決定試勻每一款。」

Brian三年間到越南拜會Lunch Lady(右)十次,每次為期數星期至一個月,每天學習製作越南菜,香港店開業時她亦會到訪。

Brian(右)曾開設酒吧餐廳,如今夥拍越南裔大廚Son Pham(左)一同開設越南餐廳。


師傅贈湯勺 七成食材來自越南

本身喜歡烹飪的Brian,每天都到攤檔試味兼偷師,求教過Lunch Lady但被婉拒。後來他轉戰到另一位婆婆的攤檔,學煮兩種湯底後,再煮給Lunch Lady試食,「她很好地給我意見,我就回民宿反覆試煮讓她試。」大概誠意終於打動Lunch Lady,Brian成為她第一也是唯一的徒弟。Brian三年間來回胡志明巿十次,每朝六時跟Lunch Lady一起去街巿,了解不同食材,學習如何挑選、味道如何,然後在街邊檔幫助,到下午就回家試煮讓她品嚐取意見,每天如是,學成十款湯底,再加上各式醬料、小食等,便決定與Lunch lady合作在港開店,「她有個湯勺平常使用,但她在我學成所有湯底那天把它送給我,說現在輪到我去用了,實在很溫馨。」跟隨Lunch Lady學習廚藝,Brian方覺得越南菜精采,「當大家以為越南菜只有湯河、撈檬和米紙卷,其實還有更多獨特的風味,未被國外人接觸。」這就是Brian決定開設新餐廳Co Thánh的原因,即將於5月開業的小店,將每天最少供應三至四個湯底,他也特別請來越南裔大廚Son Pham協力,Chef Son曾在三間米芝蓮星級餐廳工作,加上越南背景,對越南風味熟悉,能參與製作獨特別菜式。首推蝦醬汁檬粉(Bún mắm),用三種不同蝦醬加鹹魚,蝦味鹹香濃郁,加上酸甜的菠蘿味,味道複雜,要做到如此平衡不容易;另一個是順化牛肉粉(Bún bò Huế),是牛肉湯底以外,越南第二出名的湯底,同樣有蝦醬,再加豬、牛、薑葱、香茅及辣椒,入口較甜,亦帶辣香;還有越式三文治,由麵包、扎肉、肝醬到醃菜都自家製作,特別是豬混雞肝醬,非常香口幼滑。要做到味道正宗,Brian稱最重要還是食材,「香港街巿或泰國食材店雖然也有蝦醬或各種香料等,但其實味道很不同,亦不夠新鮮,一定要由越南運回來,餐廳有七成食材都來自越南。」

蝦醬汁檬粉(Bún mắm)用上三種不同蝦醬加鹹魚,蝦味鹹香濃郁,加上酸甜的菠蘿味,味道複雜。

這就是Lunch Lady送給Brian的湯勺,成為他在香港開店最好的支持。



Co Thánh中環九如坊2至4號地舖


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