France & Iberia trip - day 1

我終於有些空閒寫這篇西歐旅程day 1的entry了，其實今天已經是day 6，此刻正身處由巴塞羅那往塞維爾的高速火車上，還有三個半小時才到達目的地，正好讓我重整一下這幾天的旅程。

我們在歐洲的第一站是巴黎，一個我從未到過的地方，倒是candy來過一次。

我們住在巴黎一個叫做le Halle的地方，與龐比度藝術中心只是兩條街之隔，雖然酒店簡陋，但論位置卻有一百分。亦因為地利之便，我們便先到龐比度一走，當日是星期二，博物館都沒有開放，我們只是在門口前拍照留念罷了，不過龐比度出格的建築風格依然讓人留下很深的印象。

從龐比度往塞納河方向走，先經過華麗的巿政廳，然後過橋便能看見聖母大教堂。wow! 果然有令人眼前一亮嘅感覺，而參觀嘅人亦都唔少，我哋仲見到對喺度影婚紗相嘅疑似香港情侶呢，相信效果一定很不錯。

市政廳

 

 

像HMV一樣可以試聽，很前衛。



一直沿河走着走着，碩大宏偉的羅浮宮出現在眼前。因為那天是星期二，博物館都關閉了，羅浮宮當然也不例外，不過我們也藉此機會，趁着這天人流不多而拍了不少不錯的照片。平時羅浮宮人頭湧湧，那天有此機會亦屬難得。

從羅浮宮出發，我們沿著香榭麗舍大道往凱旋門方向走。很難說那是否一個錯誤決定，路很長就是了，一走便走了應該有超過三十分鐘的。途中經過了騎士凱旋門、杜樂麗宮、協和廣場和購物街等景點，所以，也不能說是錯誤，有點累倒是對的。

碰巧當日有些儀式在凱旋門進行，不能到凱旋門的頂層好好的看看巴黎的規劃。我們只好在拱門下方欣賞一下如斯壯麗的建築了。也沒什麼辦法，明天再來好了，從艾菲爾鐵塔過來也不遠呢。

累了，由大清早到埗一直到傍晚，加上時差影響，也太辛苦了。

第一天應該要好好地休息的！

France & Iberia Trip Summary

Finally, we are back!!!

Still haven't got the time to manage the 1000+ photos I took during the trip. In the meantime, let me try to get a summary of the cities we travelled here:

1. Paris
2. Marseille
3. Avignon
4. Arles
5. Barcelona
6. Seville
7. Cordoba
8. Madrid
9. Toledo
10. Lisbon

It's hard to imagine how we visited 10 cities in 11.5 days. Definitely not easy and it was also hard to cover the whole city with limited time. But we managed to see as much as we can, while taking some time off for some great lunches and dinners. This is why I am proud of ourselves.

If we have some leisure time in Europe later, very likely we will visit some of the cities soon. :)

15 hours to France

On my way to the airport now.

Just finished my blog entry of my taiwan trip when riding the airport bus. That's why I hail the success of mobile blog device. It did help kill the hour of travel time...

For this trip, Candy and I are carrying a 65L backpack, a hand-carry sized suitcase and 2 handbags. I realised just now how long time I haven't used my bakpack... Probably since my trip back from the baltics tigers in 2008. Sinc then I haven't really been on any rough trip at all. Of course, my coming Europe trip is not gonna be a rough trip. However, it will take us travelling across several cities. A backpack would be more convenient.

I do love carrying my backpack for travel. It gives you the feeling on being on a adventurous trip and a bit of nostalgia. Simply put, it feels great! Hope I will use it more often afterwards :)

台北pre-wedding行 - Day 3

由於我們在前一天已經累壞了，這天我們只想輕鬆地過，就簡單吃些好東西，然後到藏愛把照片挑選完，就這樣好了。

計劃的確是這樣的，可是我們並沒有想到挑選照片共用了我們差不多五個小時，三時開始，到離開時已差不多九時了。大概因為我們拍的照片多吧，要從五百多張照片中挑一百張，每張都是五選一，很難吧。我們也只是複檢了幾遍便已經天黑了，只能怪光陰似箭吧...

照片挑完了還要修相，把拍得不好的東西都修掉，什麼眼袋、黑眼圈的東西都弄淺一些，諸如此類的。還要等兩個星期才能看第一次修相，檢驗完畢便要修第二次，修畢後還未完，還有相簿的編排，這麼看來，到看得見製成品時，可能已經是聖誕了。

台北四天就這麼過去了。台灣食物依舊保持水準，我們也依舊買了不少圖書，這次我覺得台灣的旅遊書籍水準不錯，很適合Candy的，雖然我還是lonely planet的fans...

下一個trip是法國、西班牙和葡萄牙，兩個星期，不錯吧！:)

看罷狄仁傑之通天帝國 After watching Detective Dee and the Mystery of the Phantom Flame

昨天早上看了電影狄仁傑之通天帝國
感覺上還可以
五星標準來評，它大概是三星的水平吧（雖然Candy覺得有四星）
以偵探故事來說不算曲折
電腦效果算過得去
動作效果就差了一些，都是些簡單的跑跑跳跳和拳來腳去的動作
對狄仁傑的刻劃算深刻，不過對其他人就相對一般
不過這些都不值得我去寫一篇網誌
我覺得有興趣的是戲中對唐朝、武周的描繪
戲中故事發生在神都，即武周稱帝後所遷到的洛陽
我認為有電影裏有兩點是花了不少心機和資源去描繪的

第一點是唐朝、武周的文化多樣性
戲中除漢人外，還有大量的外國住民及使節，甚至連大秦（即羅馬帝國）的使節亦東來訪問，反派沙陀尋下也有非漢人。洛陽裏亦建有印度風格的廟宇，亦曾出現過印度虎和印度的舞妓等等……
這些明顯的刻劃顯然是別有用心，令人覺得唐朝國勢極盛，文化多元。固然，唐朝胡風很盛行，連將來安史之亂中的安祿山也是胡人便可見一斑，而自漢唐以來，史書亦有記載中國使節與印度和波斯及西域諸國相往來，可是，如此過分、突出的渲染卻只能達到反效果，令可信性降低，試問如果大秦真有使節來過，史書又豈能無記載呢？

第二點是洛陽之繁榮。
這點與第一點也有關連
洛陽為隋朝起興建的大運河之中心
水運發達，這也在戲中深刻地表達了
戲中出現的大船何止數百？！
而且戲中的皇城還被大運河所包圍呢！
戲中的皇爺在洛陽城的山上遭伏而亡，他死前曾遠眺洛陽
洛陽的景觀真的非一般的美，還有好幾座異國的寺廟呢
究竟洛陽是否如此繁榮呢？這個我倒是相信的
當然，通天浮屠即使曾經存在，經過兵荒馬亂的年代，今天肯定是找不到了
話說回來，
武則天遷都洛陽後，洛陽在南北大運河的支持下，定位倒似是國內的大都會，
而舊都長安則一直是絲綢之路的起點，這方面在遷都之後應該不會有太大轉變
所以洛陽繁榮我是同意，不過論文化多元，是否長安的代表性更高？

另外，既然談到唐朝胡風甚盛
我也在wikipedia做了一些資料搜集
原來安祿山，即剛才提到發起安史之亂的叛將，以胡人的身份官拜節度使
但所謂的「胡人」究竟有幾「胡」？
原來唐朝有所謂的昭武九姓國，為西域的幾個小國的統稱
安祿山便是昭武九姓國中的康國人
一查之下原來康國竟然在今天烏茲別克的薩馬爾罕
今天你可能接受我們歷史上有匈奴人、蒙古人
但是應該沒想到有烏茲別克人吧
不過如果說是突厥人你又可能有另一種想法
這就是我們人類認知的有趣地方了……

新聞剪報：香港能夠精確打擊高房價四大因素

午飯時在網上看到了這篇從內地學者角度出發的評論
雖然我們香港人依然覺得港府的Ｘ式Ｙ招效用不大
但原來內地人反而覺得香港打擊精確有力，值得借鑒
可想而知，內地房地產市場真的有點混亂和過熱了
話說回來
其實香港政府又真的如文中所說
我們過去處理樓市的經驗和整體的系統配合都有過人之處
也許一眾市民真的不用太悲觀
鼓起信心，面對逆境吧！

＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊

香港能夠精確打擊高房價四大因素

2010-09-06 中國周刊

港府為何能夠精確打擊高房價

同樣的政策,為何在香港可以精確打擊高房價,在內地卻舉步維艱,阻力重重?

李永剛 南京大學教授

為了應對平均樓價快速上升引發的公眾不滿和潛在經濟威脅,近日香港特區政府凌厲出手,聯手財政司、金管局、香港按揭証券公司,以及香港運輸及房屋局等相關機構,一舉推出多項政策,主要包括:禁止炒賣一手樓花等投機交易,提高首付比例,提升按揭供款對收入的比率等。久經樓市調控考驗的內地百姓,對這些舉措毫不陌生。但令人疑惑的是,同樣的政策,為何在香港可以精確打擊高房價,在內地卻舉步維艱,阻力重重?

基于直觀經驗的偷懶答案可能是,香港乃彈丸之地,只有700萬人口,每年供應的新樓才數千個單位。而內地情況複雜,人口眾多,單是北京平均一年的房產交易量就有27萬套。管小家易,治大國難。不過,我們可以暫時抑制"國情特殊論"的無可奈何心態,深入樓市治理的諸多環節去探究比對,也許仍能得到有意義的啟示。

首先,港府並沒有急切的土地財政壓力,在經濟社會的協調穩定發展中掙錢才是主導觀念。經過數十年的現代化起飛,香港已經走過了財政焦慮和收入飢渴的歷史階段。由于城市化早已成型,需要大手筆開銷的建設項目相對較少,因此,不僅在理財方面持穩健取向,不輕易擴張赤字;在斂財方面更是十分小心,總的思路是量出為入,以正常的民生需求來估算,夠用就好。在此背景下,如何吸引資本和人才進來,保持競爭優勢,才是政策優先考慮的著力點。土地供給的多與少,則可以跳出入賬的自利考量,使其真正成為調控價格的杠桿。相對而言,內地的地方政府在現行分稅體制下,財政汲取能力不足,而土地收益點石成金,又能夠自主支配,當然不會輕易放過。主管官員受經濟發展績效考核的壓力約束,又被城市建設的巨大投入或空前債務所牽引,無論是出于積極的私心盤算,還是被動的填充窟窿,都很難自我約束。

其次,港府有過樓市崩盤的切膚之痛,相關政策部門對打壓過高房價有基本共識,能夠同心同德,鼎力而為。1997年以前,香港享受了與房價持續走高相伴隨的經濟繁榮。但亞洲金融風暴忽然來襲,之後泡沫破滅,此後又經歷了美國9‧11恐怖襲擊造成的傳染性低迷,以及2003年SARS的打擊,香港經濟飽受折磨,房價十年踏步不前,切膚之痛記憶猶新。港人意識到,盡管土地收益仍是港府重要的收入來源,但保持經濟發展、市場活力和民心安定,才是更為根本的利益所在。當樓市高位運行時,政府有強烈意願出手幹預。在內地,樓市自2003年開始大漲以來,其間只有小小起落,地方政府不僅沒有經歷過慘痛挫敗,反而賺得盤滿缽滿,防範意識明顯不足。再加上地區發展的不平衡效應,超級都市樓價飆升的同時,二、三線城市才剛剛起步,各地並沒有達成調控共識。

再次,港府有卓越的城市管理經驗,基礎數據扎實,配套政策完善,投機者不容易鑽空子。窺一斑可見全豹,有心人只要認真閱讀港府公開的各類統計報告,就不得不佩服他們在"數目字管理"方面所下的硬功夫。不誇張地說,99%的港人擁有多少和多大房屋,位于哪里,價格幾何,港府都能清晰羅列。不僅是房價的整體和局部走勢,甚至連成交個案,也能被公眾知曉。與此相關的是,在精細的稅收監管系統中,越是高收入的人,越被嚴密監察;低收入階層則能獲得小到綜合援助,大到廉租屋和居屋的體恤照顧。在內地,由于跨地區交易和灰色收入的廣泛存在,許多重要數據要麼殘缺不全,要麼背離常識,無法提供有力的決策支持。強勢利益階層還能左右輿論,在政策夾縫中來去自如。

最後,港人有完善的社會保障體系,有豐富的多元投資渠道,不會把寶都壓在住房上。住多大的空間,是否要擁有住房產權,價格能夠承受,主要是通過計算家庭負擔來權衡的技術問題。反過來說,當公共服務匱乏,教育負擔沉重,醫療費用高昂,抗風險能力低下時,民眾對住房及其價格的極度較真,就會成為一個關乎生存權利和利益分配的政治問題。

  

(內容由新浪北京提供。未經授權,不得轉載。)

Poor Russians - Outrageous price of iPad in Russia

At a premium of 46%, with the news of new iPad-like devise from Blackberry and Samsung, will the Russians be interested in getting the not-so-new gadget from Apple?

Holding an iPad looks cool for sure, but at 46% premium?! It'll just heat up the black market I guess...

http://www.bloomberg.com/news/2010-09-29/apple-to-sell-ipad-in-russia-at-46-premium-next-month-vedomosti-reports.html

Apple to Sell IPad in Russia at 46% Premium, Vedomosti Reports
By Ilya Khrennikov - Sep 29, 2010 1:24 PM GMT+0800

Apple Inc. plans to start selling its new iPad touchscreen computer in Russia on Oct. 11 via retailers including M.Video and Mediamarkt, Vedomosti reported.

The devices will retail for as much as 37,000 rubles ($1,220), or 46 percent more than in the U.S., the Moscow-based newspaper said today.

經濟學人對非洲銀行業之分析

世人都開始把眼光投向非洲了
難得這個星期的經濟學人裏有這篇關於銀行業的分析
原本渣打在非洲做得真的不錯
賺錢能力已經是非洲首位
不過
感覺上
非洲的銀行業還要經歷一些整合和發展
畢竟非洲這麼大
現在看上去
銀行業似乎還是集中於某幾個較蓬勃的經濟體
其他的國家可能對一些農村銀行的需要會更大一些呢

有時間便讀一下吧

http://www.economist.com/node/17043662?story_id=17043662

Africa's banking boom

Scrambled in Africa
Chinese and Western banks are flocking to Africa but finding a strategy that works isn’t easy


Sep 16th 2010

WHEN ICBC, the world’s biggest bank by value, paid $5.5 billion for a 20% stake in Standard Bank in 2007, bankers around the world sat up and took notice. The deal with South Africa’s largest lender suggested Africa was no longer a curiosity but a potentially big source of profits. Some elements of the continent’s vaunted financial blooming have since wilted: Nigeria’s banks, which had briefly seduced Western investors, suffered a crisis (see article). But the main business logic—that Africa’s growing trade links with other emerging markets have raised its strategic importance in banking—is intact.

“Now everyone’s looking at Africa,” says Jacko Maree, Standard Bank’s boss. In January Bank of China, the country’s most international outfit, entered into a pact with Ecobank, which operates in 31 African countries. Chinese staff will drum up business from local branches. In August Brazil’s Bradesco and state-controlled Banco do Brasil announced a new African holding company with Banco Espirito Santo (BES), a Portuguese firm active in Angola. And HSBC is in talks to buy Nedbank, a South African bank. William Mills, who runs Citigroup in Africa, Europe and the Middle East, says the continent is becoming “more and more competitive”.

Local and Western banks’ profits in sub-Saharan Africa, excluding South Africa, were about $2.6 billion in 2009, not far off the sum Western firms made in India or China (see table). But China is active, too. So far, Export-Import Bank of China, a state entity which promotes trade and investment, has done all the running. It has perhaps $20 billion of loans in Africa (including north Africa), reckons Deborah Bräutigam, of American University in Washington, DC. Western private banks in sub-Saharan Africa have loans of $50 billion, excluding South Africa and Liberia, whose shipping industry distorts the data. Bank of China’s loans to Africa and the Middle East doubled last year to $3 billion. ICBC recently made a $200m loan to the Nigerian arm of MTN, a South African mobile-phone firm, to buy equipment from Huawei, a Chinese manufacturer.

There are broadly two sorts of firms operating in the region. First, the biggish locals, such as Standard Bank, which is active in 16 countries, and Togo-based Ecobank, which operates mainly in west and central Africa. Then there are rich-world firms, which tend to operate where there are historical links: Société Générale in French-speaking west Africa; Barclays and Standard Chartered in English-speaking countries; and Portugal’s banks in Angola and Mozambique. Citigroup has run a skeletal network since the mid-1960s.

Traditionally all used variants of the same basic business model of serving well-off consumers, state entities, and medium-sized and big businesses. The banks typically gathered more in deposits than they lent, which meant excess liquidity was parked with rickety governments and central banks. There were usually limits on how much profit could be sent home. But with high interest rates on private loans, the returns on equity were pretty good.

Increasing the scale of this sort of operation is tricky, as the formal economy is often shallow and the middle class small. Some have expanded too quickly. Ecobank has 750-odd branches, 40% of which have been built since 2007, a heavy investment which helps explain why its return on equity was a lowly 6% last year. Its chief executive, Arnold Ekpe, says he has slowed expansion and is keen to restore profitability. At Standard Bank Mr Maree acknowledges that “we were a bit too aggressive on branches”. Barclays has also slightly cut back on sales outlets.

Jean-Louis Mattei, who runs Société Générale’s international retail activities, still wants more branches but says, “We have to be realistic, not optimistic.” He plans to add 100 in sub-Saharan Africa to the existing 300, using plain buildings and a regional back-office system to keep a lid on costs. Mobile banking, meanwhile, is popular but most banks have yet to find a way to grab a large chunk of the profits.

One lucrative strategy is to take a big bet on a booming economy. Portugal’s banks re-entered Angola after the civil war and are enjoying its oil bonanza. BES, Banco BPI and Banco Millennium BCP together have 170-odd branches in Angola, but made a staggering $440m of profit in 2009. Pedro Homem, a director of BES, says that although the pool of private-sector customers is limited, the bank’s loan book is “quite diversified”. The great risk is the Portuguese banks’ exposure to the state. The government seems also not to like foreigners taking the spoils. Last year all three had to ensure that at least 49% of their operations were owned by locals.

Others have chosen to focus on wholesale banking. Chinese firms that are building airports, roads and power plants are sought-after clients. Standard Bank has a team of 40 bankers in an office opposite ICBC’s headquarters in Beijing, who are trying to woo the Chinese bank’s clients. So far the financial performance of the collaboration has been disappointing. Still, the love-bomb tactics have created a strong brand recognition in the Middle Kingdom: Standard Bank is now known as “Africa and Mining Bank”.

Many banks envy the Standard Bank set-up but doubt that bog-standard alliances with Chinese banks are worth it. “They suck everything out of you,” says one European bank boss. Yet there are other ways to prosper. Standard Chartered’s wholesale operation now contributes 80% of its African profits, up from 60% a decade ago. It got there by bulking up its energy and commodities teams and using its global network to win African business from European and Indian clients, says V. Shankar, who runs the bank outside Asia.

Most firms are likely to use this “network banking” approach to try to benefit from the wave of infrastructure and natural-resources investment in Africa. Citigroup looks set to to reinforce its position in trade finance and investment banking, and if HSBC buys Nedbank, it will use it as a means to create a lean presence across the continent. (However, Barclays’ purchase in 2005 of ABSA, another South African bank, has not transformed its position in the rest of Africa.)In one sense this is disappointing: banks will not prepare for a consumer-banking boom unless wealth begins to trickle down. But the hard-headed approach is a sort of compliment too: banks are taking Africa seriously.

Finance and Economics

Is any person irreplaceable in an organization?

在Google News看到這一篇文章
算是總結了這段大貓風雲事件
不過這也是我讀過的第一篇高度評價老幾的文章
其實
咁大間機構
有乜嘢嘢係唔可以被replace嘅呢？
講緊嘅全部都係六十樓上樓下嘅高層
人都隨時會歸西啦
係咪？
點都好，佢唔叻係做唔到呢個位
不過江山代有人才出
一雞死自有一雞鳴……


http://www.forbes.com/2010/09/27/hsbc-geoghegan-ceo-markets-equities-chairman-executives-replace.html?boxes=Homepagechannels

HSBC Replaces An Irreplaceable CEO

Parmy Olson, 09.27.10, 07:40 AM EDT

The bank is losing a colourful character in Michael Geoghegan.

LONDON -- It's official: after working for 37 years at HSBC, Chief Executive Michael Geoghegan is leaving. A stream of reports, flatly denied by the bank, claimed last week that he was stepping down because the board would not appoint him as chairman. An article in the Financial Times cited “three sources” close the board saying this was the case, while sources at HSBC claimed in The Independent that “someone” had leaked “false and diabolical reports to the press." On Friday, however, the bank confirmed it had appointed a new CEO and chairman, and that Geoghegan was exiting the firm.

As a result HSBC loses one of the more colourful characters ever to have sat in its boardroom. With his forceful and at times intimidating persona, Geoghegan stood out in a bank well-known for its conservative way of doing business and avoidance of personality politics.

Geoghegan, pronounced “gey-gun,” was known within HSBC ( HBC - news - people ) for his straight-talking style, a man who liked to get to the point, and for his quick temper. Employees feared him and so, apparently, did some members of the board according to a source with knowledge of HSBC’s management strategy, who believes that contrary to HSBC’s protestations, Geogheagan did threaten the board with his resignation. “Geoghegan probably felt that he could bully them into making him chairman,” the person said, adding that it now appeared he had “massively miscalculated.”

Geoghegan has always been something of a brash character, though. Appointed as HSBC's chief executive in March 2006, sources say that during the financial crisis he liked to make references in his internal emails and speeches about how he had “been there before,” having for instance built HSBC’s presence in Brazil and survived the Argentine peso crisis. Nothing, in other words, could easily faze him.

Chairman Stephen Green, who is leaving to become a U.K. government minister for trade in January and whose departure sparked the race to fill his seat, could not have been more different. An opera-lover who has studied Russian so he can read some of the nation’s literary classics in the original and also speaks good Mandarin, Green had a more gentle management style. He threw “thank you” parties for the bank’s employees in 2009 after a successful bout of capital raising and also after a positive annual general meeting. “I don’t remember Geoghegan being there,” a source close to the bank said. "Employees feared Geoghegan, respected Green.”

This is not to say that Geoghegan was not admired. A hardworking “banker’s banker,” he held posts with HSBC all over the world throughout his time at the bank, spending twelve years in North and South America, eight in Asia, seven in the Middle East and three in Europe. A profile in the magazine Management Today described him as “decisive and quick-thinking,” a fast talker who would shoot from the hip.

It may just be that at this current point in the economic cycle, HSBC’s shareholders, not to mention its board, do not want Geoghegan’s sort of personality in the chairman’s role. There is also corporate governance guidelines to consider – since 2003 British companies have been advised not to elevate their CEOs to become chairmen.

HSBC’s choice of replacement for Geoghegan and for the chairman’s role that he coveted points to the “safe pair of hands” that the bank and its board are looking for: finance director Douglas Flint will succeed Green chairman while Stuart Gulliver will take over Geoghegan’s role as chief executive. Gulliver formerly headed up and has steadily grown HSBC’s Global Banking and Markets division (effectively its investment banking unit).

Known within the bank as its “rainmaker,” Gulliver, 50, is seen as something of an alpha-male type within HSBC, extremely erudite but having also taken up boxing while studying at Oxford University. He’s even sparred a bit with the British government: it was Gulliver who famously suggested a few weeks ago that HSBC may have to move its headquarters away from London because of state proposals to break up big banks.

The new chairman, Flint, is also seen as a conservative choice. With a background in accountancy and a stint at KPMG where he came to be well-respected, Flint’s deep knowledge of HSBC’s numbers is renowned among investors and staffers. “He’ll be the ‘safe pair of hands’ to restore stability after this little boardroom contretemps,” a source close to the bank said.

Geoghegan will step down as CEO and from the board on Dec. 31, 2010 but will continue to be employed by the bank in an advisory capacity until March 31, 2010, when he will retire, the bank said in an official statement. “It has been an honour and a privilege to serve HSBC,” Geoghegan added in the statement. “Douglas and Stuart will be an awesome combination and the company is in excellent hands." It is in very different ones at that.

台北pre-wedding行 - Day 2

今天是拍照的日，因為要拍外景，所以相約了造型師早上六點便開始化妝。我們今早五點便起床了，今天的節目編排也很緊湊呢。

有點兒可惜的是，今天的雨下得也蠻大，拍照出來的效果會打折扣，也有些景點因為太大雨而沒有去。雖然我們也考慮過遲一天才去外景，但是天氣難料，我們最後還是決定「去馬」！

於是，雖然天上間中會下傾盆大雨，攝影師也盡力為我們拍了不同的景觀，有花海，有樹林，有石灘，有歐陸式感覺的，也有入夜後的海灘，有點累人的，不過有甚麼比跟Candy拍一輯難忘的婚照更要緊呢？;)

拍攝完畢後，我們都累壞了。回到酒店後已經是十時許了，在西門町附近的夜店買了些台式炸雞排和涼拌麵作晚飯，就這樣便又一天過去了。