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《HOPE English 希平方》服務條款關於個人資料收集與使用之規定

隱私權政策
上次更新日期:2014-12-30

希平方 為一英文學習平台,我們每天固定上傳優質且豐富的影片內容,讓您不但能以有趣的方式學習英文,還能增加內涵,豐富知識。我們非常注重您的隱私,以下說明為當您使用我們平台時,我們如何收集、使用、揭露、轉移及儲存你的資料。請您花一些時間熟讀我們的隱私權做法,我們歡迎您的任何疑問或意見,提供我們將產品、服務、內容、廣告做得更好。

本政策涵蓋的內容包括:希平方 如何處理蒐集或收到的個人資料。
本隱私權保護政策只適用於: 希平方 平台,不適用於非 希平方 平台所有或控制的公司,也不適用於非 希平方 僱用或管理之人。

個人資料的收集與使用
當您註冊 希平方 平台時,我們會詢問您姓名、電子郵件、出生日期、職位、行業及個人興趣等資料。在您註冊完 希平方 帳號並登入我們的服務後,我們就能辨認您的身分,讓您使用更完整的服務,或參加相關宣傳、優惠及贈獎活動。希平方 也可能從商業夥伴或其他公司處取得您的個人資料,並將這些資料與 希平方 所擁有的您的個人資料相結合。

我們所收集的個人資料, 將用於通知您有關 希平方 最新產品公告、軟體更新,以及即將發生的事件,也可用以協助改進我們的服務。

我們也可能使用個人資料為內部用途。例如:稽核、資料分析、研究等,以改進 希平方公司 產品、服務及客戶溝通。

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隱私權政策修訂
我們會不定時修正與變更《隱私權政策》,不會在未經您明確同意的情況下,縮減本《隱私權政策》賦予您的權利。隱私權政策變更時一律會在本頁發佈;如果屬於重大變更,我們會提供更明顯的通知 (包括某些服務會以電子郵件通知隱私權政策的變更)。我們還會將本《隱私權政策》的舊版加以封存,方便您回顧。

服務條款
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上次更新日期:2013-09-09

歡迎您加入看 ”希平方”
感謝您使用我們的產品和服務(以下簡稱「本服務」),本服務是由 希平方 所提供。
本服務條款訂立的目的,是為了保護會員以及所有使用者(以下稱會員)的權益,並構成會員與本服務提供者之間的契約,在使用者完成註冊手續前,應詳細閱讀本服務條款之全部條文,一旦您按下「註冊」按鈕,即表示您已知悉、並完全同意本服務條款的所有約定。如您是法律上之無行為能力人或限制行為能力人(如未滿二十歲之未成年人),則您在加入會員前,請將本服務條款交由您的法定代理人(如父母、輔助人或監護人)閱讀,並得到其同意,您才可註冊及使用 希平方 所提供之會員服務。當您開始使用 希平方 所提供之會員服務時,則表示您的法定代理人(如父母、輔助人或監護人)已經閱讀、了解並同意本服務條款。 我們可能會修改本條款或適用於本服務之任何額外條款,以(例如)反映法律之變更或本服務之變動。您應定期查閱本條款內容。這些條款如有修訂,我們會在本網頁發佈通知。變更不會回溯適用,並將於公布變更起十四天或更長時間後方始生效。不過,針對本服務新功能的變更,或基於法律理由而為之變更,將立即生效。如果您不同意本服務之修訂條款,則請停止使用該本服務。

第三人網站的連結 本服務或協力廠商可能會提供連結至其他網站或網路資源的連結。您可能會因此連結至其他業者經營的網站,但不表示希平方與該等業者有任何關係。其他業者經營的網站均由各該業者自行負責,不屬希平方控制及負責範圍之內。

兒童及青少年之保護 兒童及青少年上網已經成為無可避免之趨勢,使用網際網路獲取知識更可以培養子女的成熟度與競爭能力。然而網路上的確存有不適宜兒童及青少年接受的訊息,例如色情與暴力的訊息,兒童及青少年有可能因此受到心靈與肉體上的傷害。因此,為確保兒童及青少年使用網路的安全,並避免隱私權受到侵犯,家長(或監護人)應先檢閱各該網站是否有保護個人資料的「隱私權政策」,再決定是否同意提出相關的個人資料;並應持續叮嚀兒童及青少年不可洩漏自己或家人的任何資料(包括姓名、地址、電話、電子郵件信箱、照片、信用卡號等)給任何人。

為了維護 希平方 網站安全,我們需要您的協助:

您承諾絕不為任何非法目的或以任何非法方式使用本服務,並承諾遵守中華民國相關法規及一切使用網際網路之國際慣例。您若係中華民國以外之使用者,並同意遵守所屬國家或地域之法令。您同意並保證不得利用本服務從事侵害他人權益或違法之行為,包括但不限於:
A. 侵害他人名譽、隱私權、營業秘密、商標權、著作權、專利權、其他智慧財產權及其他權利;
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服務中斷或暫停
本公司將以合理之方式及技術,維護會員服務之正常運作,但有時仍會有無法預期的因素導致服務中斷或故障等現象,可能將造成您使用上的不便、資料喪失、錯誤、遭人篡改或其他經濟上損失等情形。建議您於使用本服務時宜自行採取防護措施。 希平方 對於您因使用(或無法使用)本服務而造成的損害,除故意或重大過失外,不負任何賠償責任。

版權宣告
上次更新日期:2013-09-16

希平方 內所有資料之著作權、所有權與智慧財產權,包括翻譯內容、程式與軟體均為 希平方 所有,須經希平方同意合法才得以使用。
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網站連結
歡迎您分享 希平方 網站連結,與您的朋友一起學習英文。

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「Robin Chase:不好意思,可以跟你租車嗎?」- Excuse Me, May I Rent Your Car?


框選或點兩下字幕可以直接查字典喔!

Twelve years ago, I founded Zipcar. Zipcar buys cars and parks them throughout dense metropolitan areas for people to use, by the hour and by the day, instead of owning their own cars. Each Zipcar replaces 15 personal cars, and each driver drives about 80 percent less because they're now paying the full cost, all at once, in real time. But what Zipcar really did was make sharing the norm.

Now, a decade later, it's really time to push the envelope a little bit, and so a couple years ago I moved to Paris with my husband and youngest child, and we launched Buzzcar a year ago. Buzzcar lets people rent out their own cars to their friends and neighbors. Instead of investing in a car, we invest in a community. We bring the power of a corporation to individuals who add their cars to the network. Some people call this peer-to-peer. This does express the humanity of what's going on, and the personal relationships, but that is also like saying that it's the same thing as a yard sale or a bake sale or babysitting. That's peer-to-peer. It's like saying yard sales are the same thing as eBay, or craft fairs are the same thing as Etsy.

But what's really happening is that we've got the power of a free and open Internet, and on top of that we're putting a platform for participation, and the peers are now in partnership with the company, creating shared value on shared values, and each strengthening the other, and doing what the other can't do. I call this Peers, Inc. The incorporated side, the company, is doing things that it does really well. What does it do really well? It creates economies of scale, significant and long-term resource investment, the expertise of many different kinds of people and different kinds of minds, and for individuals, consumers, it's bringing the standards, rules and recourse that we really want as consumers, and this is kind of bound up in a brand promise, and the companies are providing this on a platform for participation. Peers are giving and doing things that are incredibly expensive for companies to do. What do they bring? They bring this fabulous diversity, expensive for companies. And what does that deliver? It delivers localization and customization, specialization, and all of this aspect about social networks and how companies are yearning and eager to get inside there? It's natural for me. Me and my friends, I can connect to them easily. And it also delivers really fabulous innovation, and I'll talk about that later.

So we have the peers that are providing the services and the product, and the company that's doing the stuff that companies do. The two of these are delivering the best of both worlds. Some of my favorite examples: in transportation, Carpooling.com. Ten years old, three and a half million people have joined up, and a million rides are shared every day. It's a phenomenal thing. It's the equivalent of 2,500 TGV trains, and just think, they didn't have to lay a track or buy a car. This is all happening with excess capacity.

And it's not just with transportation, my love, but of course in other realms. Here's Fiverr.com. I met these founders just weeks after they had launched, and now, in two years, what would you do for five dollars? Seven hundred and fifty thousand gigs are now posted after two years, what people would do for five dollars. And not just easy things that anyone can do. This Peers, Inc. concept is in a very difficult and complex realm. TopCoder has 400,000 engineers who are delivering complex design and engineering services. When I talked to their CEO, he had this great line. He said, "We have a community that owns its own company." And then my all-time favorite, Etsy. Etsy is providing goods that people make themselves and they're selling it in a marketplace. It just celebrated its seventh anniversary, and after seven years, last year it delivered 530 million dollars' worth of sales to all those individuals who have been making those objects.

I know you guys out there who are businesspeople, are thinking, "Oh my God, I want to build one of those. I see this incredible speed and scale. You mean all I have to do is build a platform and all these people are going to put their stuff on top and I sit back and roll it in?" Building these platforms for participation are so nontrivial to do. I think of the difference of Google Video versus YouTube. Who would have thought that two young guys and a start-up would beat out Google Video? Why? I actually have no idea why. I didn't talk to them. But I'm thinking, you know, they probably had the "share" button a little bit brighter and to the right, and so it was easier and more convenient for the two sides that are always participating on these networks.

So I actually know a lot about building a peer platform now, and a Peers, Inc. company, because I've spent the last two years doing that in Paris. So let me take you back how it's so incredibly different building Buzzcar than it was building Zipcar, because now every single thing we do has these two different bodies that I have to be thinking about: the owners who are going to provide the cars and the drivers who are going to rent them. Every single decision, I have to think about what is right for both sides. There are many, many examples and I'll give you one that is not my favorite example: insurance. It took me a year and a half to get the insurance just right. Hours and hours of sitting with insurers and many companies and their thoughts about risk and how this is totally innovative, they'd never thought of it before. Way too much money, I just can't even go there, with lawyers, trying to figure out how this is different, who's responsible to whom, and the result was that we were able to provide owners protection for their own driving records and their own history. The cars are completely insured during the rental, and it gives drivers what they need, and what do they need? They need a low deductible, and 24-hour roadside assistance. So this was a trick to get these two sides.

So now I want to take you to the moment of -- When you're an entrepreneur, and you've started a new company, there's the, here's all the stuff we do beforehand, and then the service launches. What happens? So all those months of work, they come into play.

Last June 1, we launched. It was an exciting moment. And all the owners are adding their cars. It's really exciting. All the drivers are becoming members. It's excellent. The reservations start coming in, and here, owners who were getting text messages and emails that said, "Hey, Joe wants to rent your car for the weekend. You can earn 60 euros. Isn't that great? Yes or no?" No reply. Like, a huge proportion of them couldn't be bothered after they had just started, they just signed up, to reply. So I thought, "Duh, Robin, this is the difference between industrial production and peer production." Industrial production, the whole point of industrial production is to provide a standardized, exact service model that is consistent every single time, and I'm really thankful that my smartphone is made using industrial production. And Zipcar provides a very nice, consistent service that works fabulously. But what does peer production do? Peer production is this completely different way of doing things, and you have a big quality range, and so eBay, cleverly, the first peer production, Peer, Inc. company, I'd say, they figured out early on, we need to have ratings and commentaries and all that yucky side stuff. We can flag that and we can put it to the side, and people who are buyers and consumers don't have to deal with it.
So going back, this is my look of excitement and joy, because all this stuff that I'd also been hoping for actually really did happen, and what's that? That is the diversity of what's going on. You have these different fabulous owners and their different cars, different prices, different locations. (Laughter) They dress differently, and they look different, and, really, I love these photos every time I look at them. Cool guys, excited guys, and here is Selma, who -- I love this driver. And after a year, we have 1,000 cars that are parked across France and 6,000 people who are members and eager to drive them. This would not be possible to do that in economic fashion for a traditional company.

Back to this spectrum. So what's happening is, we had the yuck side, but we actually had this real wow side. And I can tell you two great stories. A driver was telling me that they went to rent a car to go up the coast of France and the owner gave it to them, and said, "You know what, here's where the cliffs are, and here's all the beaches, and this is my best beach, and this is where the best fish restaurant is." And the peers also become, peers and owners create relationships, and so at the last minute people can -- a driver can say, "Hey, you know what, I really need the car, is it available?" And that person will say," Sure, my wife's at home. Go pick up the keys. Go do it." So you can have these really nice things that can't happen, and it's a kind of "Wow!" and I want to say "Wow!" type of thing that's happening here, because individuals, if you're a company, what happens is you might have 10 people who are in charge of innovation, or 100 people who are in charge of innovation. What happens in Peer, Inc. companies is that you have tens and hundreds and thousands and even millions of people who are creating experiments on this model, and so out of all that influence and that effort, you are having this exceptional amount of innovation that is coming out.

So one of the reasons, if we come back to why did I call it Buzzcar? I wanted to remind all of us about the power of the hive, and its incredible facility to create this platform that individuals want to participate and innovate on. And for me, when I think about our future, and all of those problems that seem incredibly large, the scale is impossible, the urgency is there, Peers, Inc. provides the speed and scale and the innovation and the creativity that is going to answer these problems. All we have to do is create a fabulous platform for participation -- nontrivial.

So I continue to think that transportation is the center of the hard universe. All problems come back to transportation for me. But there are all these other areas that are these profound, big problems that I know that we can work on, and people are working on them in many different sectors, but there's this really fabulous group of things with the power of this Peers, Inc. model.

So over the last decade, we've been reveling in the power of the Internet and how it's empowered individuals, and for me, what Peers, Inc. does is it takes it up a notch. We're now bringing the power of the company and the corporation and supercharging individuals. So for me, it's a collaboration. Together, we can. Thank you.

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