立体种植

一、设计原理

　　随着我国城市化进程的加快，城市建设中的许多深层次的问题日益凸现出来。城市建筑建设与城市生态环境建设之间的矛盾就是其中急需解决的问题之一。

　　绿化是生态环境保护的枢纽，然而，城市中可用于绿化的土地面积在急剧减少，这就需要我们设法去开拓城市的绿化空间。屋顶绿化和垂直绿化就是重要的发展方向，把更多的绿化形式引入到建筑空间，增加绿化覆盖率，提高绿视率。

　　由此，笔者设计了生态环保型立体种植容器系列。该容器系列不仅解决了建筑种植绿化的问题，而且综合考虑到建筑物的隔热、通风、排水、防漏与蓄水等功能，以及施工、管理、养护、节水等总体成本，从而能根据不同的建筑物将各种种植容器灵活机动地拼接，组成一个完整的立体种植绿化系统。

　　新的设计应解决环境污染和损坏建筑墙体与其他构件设计的问题。绿化工程方案的设计应与城市建筑、景观等协调一致，因此最为重要的是种植容器的结构设计，其次是种植基质的生产、植物品种的选择与培植等。

　　种植容器的结构设计不仅应考虑其通风、排水、隔热、防漏等功能，而且应考虑如何根据各种不同的建筑物将各个容器灵活机动地拼接，从而组成一个完整的立体种植绿化系统。

　　二、结构设计

　　为了适应不同建筑物以及建筑物的不同构件，以下给出立体种植容器几种主要的结构形式。

　　1. 坡式种植容器坡式种植容器主要适用于建筑物的坡式屋顶、各式异形屋顶和顶棚、或者其他坡式构件的绿化与隔热。
　　2.坡式种植容器设有容器体，在容器体底部设有排水通风管，在排水通风管的内侧面上设有通孔。在容器体内设至少1片挡板，用于防止所种植的植物和基质在容器内滑动。

　　容器体的水平截面可呈各种几何形状，例如多边形、椭圆形、圆形、扇形等。

　　在容器体的底部设有蓄水槽，在蓄水槽内设蓄水物，不仅可使容器体内积蓄一定的水分，而且还能防止容器体内种植基质的漏出。

　　在容器体底部外侧的排水通风管出口最好设有连接件，以便各个种植容器间的连接。可在排水通风管的一端出口延设一段缩径的管道作为连接件。

　　在容器体的上开口边沿可延设条状物，以便当各个种植容器拼接起来后防止水从容器体的侧面流向地面。排水通风管道的底部最好设有垫层，以便管道底部的排水与通风。

　　排水通风管道可与容器体呈一整体，这样，种植容器底部不但不会渗漏积水，不腐蚀损坏地面，而且通风透气性好，尤其是用于建筑物屋顶时，可起到隔热的作用。

　　容器可根据种植地点的需要进行组配，形成一个完整的、具有各种图案的绿化地，尤其适用于屋顶绿化、一些临时机动的绿化以及园艺种植，例如适用于道路、广场、庭院等斜坡场合。

　　3. 挂式种植容器挂式种植容器可以悬挂在建筑物的墙壁、其他垂直或斜坡面的绿化地块、临时摆设的构件或山体，是适用于种植各类植物的种植容器。
　　4. 挂式种植容器设有容器体，用于放置培养基质并种植所需植物。

　　在容器体内可设斜向挡片，斜向挡片一般为3至7片。在容器体后部的背面设蓄水腔，蓄水腔内可放置蓄水材料。
蓄水腔与容器体之间设通孔，用于将容器体内多余的水分排至蓄水腔中。斜向挡片最好互相平行。在蓄水腔的背面可设至少1个悬挂件，例如钩状悬挂件。在蓄水腔的一端开口处设连接件，用于与其他挂式立体种植器的蓄水腔连接。

　　可在蓄水腔一端的缩径凸出部位延设连接件，便于将其插入另一挂式立体种植容器的蓄水腔。

　　在容器体内的挡片间最好设隔板，以加强其机械强度与牢固性，且可避免所种植植物或基质的移动、堆积、散落。在蓄水腔内也可设隔板，以增强整个种植容器的机械强度与牢固性。容器体的后部可为弧形，便于悬挂在圆形、弧形结构的地方，例如悬挂在圆柱上。种植器的横截面可为正方形、长方形或梯形等。

　　由于在容器体外侧设蓄水腔、通孔以及蓄水腔连接件，因此它们不但保证了容器体内的及时排水与通风，使其不易污染和损坏建筑物墙体或其他构件设施，而且还可使容器体内积蓄一定的水分。此外，在容器体外侧面设有悬挂件，施工装卸十分简便，可根据不同结构、不同地点、不同用途灵活布置。

　　3.平式种植容器平式种植容器主要用于一般场合的绿化，特别适用于建筑物和屋顶的绿化与隔热。

　　平式种植容器设有一个容器体，在容器体底部设有通孔。另外，在容器体底部外侧设有排水通风管道，管道与容器体内底部的通孔连通。

　　排水通风管道的底部设有垫层，以便管道底部的排水与通风。排水通风管道可与容器体呈一个整体。容器体的水平截面可呈各种几何形状，例如多边形、椭圆形、圆形、扇形等。
　　在容器体内侧的底部可设排水槽，在排水槽和通孔上可设滤水物，不仅有利于容器体内积水的排放，还能阻止容器体内种植基质的漏出。

　　在容器体底部外侧的排水通风管道出口可以设有连接件，以便各个种植容器间的连接。在容器体的上开口边沿可延设条状物，以便当各种种植容器拼接起来后防止水从容器体的侧面流向地面。

　　由于容器体内侧的底部设有通孔和排水槽，并且与容器体外侧的排水通风管道相连通，因此提高了种植容器的渗水性和透气性。在排水槽和通孔上设有滤水物，可防止种植基质的渗漏，这样既保持了容器外的环境卫生，又保证了排水通风管道的畅通。

　　容器可根据种植地点的需要进行搭配，形成一个完整且具有各种图案的绿化地。该容器也非常适用于屋顶绿化、一些临时机动的绿化以及园艺种植，例如适用于道路、广场、庭院等场合。
　　
　　三、结论
　　将上述各式结构的生态环保型立体种植容器的设计与制造，与花草的栽培、基质的生产、工程的策划、施工与管理相结合，不仅能为城市立体绿化或空中绿化提供一种行之有效的途径，而且将形成一个新兴的支柱产业，具有良好的社会效益、经济效益和生态效益。（柯思征） 来源：中国花卉报　　

早期食品的冷藏

古代无冰箱、冰柜,盛夏酷暑是如何冷藏食品的呢?
首先是“井藏法”。苏东坡在《格物粗谈》中曾提到:“夏天肴馔悬井中,经宿不坏。”
其次为“冰藏法”。早在两千多年前,我国即有储藏食品的“冰鉴”,冰鉴是一种铜制的用来藏冰的容器。在古籍《周礼》中就有用冰鉴储存食品的记载:“祭祀供冰鉴。”冰鉴,大概可说是世界上最早的“冰箱”了。
冰鉴无法储存大批量的食品,因而早在周朝,我国即建有简易的“冰库”,称之为“凌阴”,到汉代又称为“凌室”。至隋唐,民间肆坊始出现土冰库。据史料记载,清代苏州民间藏冰已较普遍,土人置窨冰,街坊担卖,谓之“凉冰”。或杂以杨梅、桃子、花红之属,俗称冰杨梅、冰桃子。
盛夏酷暑,古代人是怎样将新鲜食品进行长途运输的呢?明代于慎行诗云:“六月鲥鱼带雪寒,三千里路到长安。”原来,鲥鱼三千里路到长安后尚能“带雪寒”,用的是“冰船”。明代何景云诗云:“炎天冰雪护江船”。有人将这种“冰船”,称之为世界上早期的“冷藏船”。

中国贫困山区儿童的生活

大家都站着读书,因为没有椅子。

在窗边刻苦读书,温习功课。

得奖状了,开心的给爷爷看。

不能象别人一样去上学。

顶着寒冷去打柴,给双手取暖。

非常珍惜那根短小的铅笔。

一边吃着干粮一边仔细的读书。

由于太冷,手冻了肿的很大,还坚持看书写字。

流下了让人心痛的泪水。

大家做在石头上认真的听老师讲课。

期望的目光，看着快熟的午饭。

端着一碗米粥，很高兴，但是不舍得吃，感动幸福的泪水流下。

小女孩在洗碗，环境是那么艰苦。

中国贫苦山区生活照片

The 5D's of BoP Marketing

ASUS eeePC

An overview of the 5D's
The premise of the fortune at the base of the pyramid (BoP) is based on the notion of how to profitably do business with the poor. But few such endeavours have become sustainable businesses, falling prey to bad assumptions, misguided marketing, or poor research. Ken Banks of kiwanja.net wrote recently:

Progress in the social mobile field will come only when we think more about best practices in the thinking and design of mobile projects and applications, rather than obsessing over the end products themselves. By then most of the damage has usually already been done. In my experience, many social mobile projects fail in the early stages. Lack of basic reality-checking and a tendency to make major assumptions are lead culprits, yet they are relatively easy to avoid.

I would argue that this observation can be applied for any product or service meant for the BoP in the developing world, not just for the mobile industry. So how can we apply this understanding in order to design strategies to serve these untapped markets far more successfully?

Buying behaviour and decision-making criteria imply that those in the lower income strata—particularly in the developing world—are not 'consumers' but in fact extremely careful 'money managers' for whom an expense is often an investment whose return must be maximized.

The tacit mandate for companies interested in the BoP market is that your product or service must either fill an 'unmet' need (of which the poor have many), or provide a way for them to enhance their livelihood or quality of life. Why else would they divert their limited and hard-earned cash for your product or service? So the fundamental consideration before design would be to focus on the benefit to the BoP: Is there an opportunity for social or economic development?

Next, the solution must be well designed—contextually relevant, appropriate, and of course, affordable. But the best designed product or service in the world will not sell if your customer is unable to find it. Since logistics and transportation is as much of an infrastructural challenge in the developing world, distribution becomes critical in ensuring the availability of the product. The entire supply chain might have to be built from scratch.

Once you've made the right product and got it out to where its needs to be, are your customers aware of its existence, what benefits it may provide for them, and the reasons why they should think about purchasing it? Is there a demand for this product, or can one be created? Does the value proposition of your offer resonate with the value system and worldview of those at the BoP?

And finally, the whole offering must cohesively hinge upon preserving and ensuring the dignity of your new customers. The poor are not looking for handouts, but rather opportunities; providing them with such products or services through a filter of 'charity' or 'social work' serves no one.

Our work in the field observing those at the base of the pyramid had led us to conclude that their life of adversity—managing in challenging conditions—evidenced a very different value system and worldview from what is commonly considered mainstream consumer culture. Their buying behaviour and decision-making criteria imply that those in the lower income strata—particularly in the developing world—are not 'consumers' but in fact extremely careful 'money managers' for whom an expense is often an investment whose return must be maximized. They tend to be risk averse and seek greater value from their purchases.

So an integrated strategy—one that looks beyond the design of the product or service for the other 90% but also takes distribution, demand, development and dignity into account while touching the core values of the BoP customer—could be considered a framework for best practice. Let us look at each of these elements in turn:

Development
What good is it, as Aneel Karnani asks in his paper, "Stop Romanticizing the Poor," to sell alcohol and tobacco to the poor simply because there are profits? What the poor need are solutions that allow them to increase their incomes or raise the quality of life for themselves and their families. Every decision to spend money made by those who manage on uncertain incomes at the base of the pyramid can be said to be analogous to making a strategic investment decision. This needs to produce tangible value in their immediate future, in some way or the other. Whether the decision is a trade-off between purchasing shoes for a school-going child and meat for a meal, or choosing to buy some airtime instead of a meal, each of these is an investment—in the child's future, in future income if work is dependent on being accessible by phone, or in simply ensuring the next meal is on the table

It is this aspect of developing future potential that leads Microsoft's Unlimited Potential Group to seek innovative solutions that can provide opportunities for education, employment and well being in some of the most disadvantaged parts of sub-Saharan Africa and India. They don't worry if these people can purchase MS Office or a Windows PC today; they're looking far ahead to a future when, trained in Microsoft's development centers, they will become customers or advocates for their brand. MS knows that to grow their market at this point, given their global saturation, they have to create their new customers and market themselves.

Oorja Stove (Photo: Margot Cohen)

Another example, the innovative Oorja stove designed by BP as a sustainable, healthy alternative to smoky wood-burning cooking fires so prevalent in the BoP, integrates the local community into its business model. The product is sold by local women trained by BP as part of their rural sales network, and provides a sustainable income source both from the sales of new stoves as well from the supply of the healthier smokeless fuel pellets. By incorporating both environmental as well as economic sustainability into the design of their solution, they offer a holistically beneficial solution to the community as well as a profit making strategy for their saleswomen and themselves. (Nonetheless, contextually appropriate design is a must; even the humble stove has faced criticism for the lack of user testing in the field.)

Design
While the design industry has numerous examples of products created specifically for the "other 90%" of the world's population, few have become market successes to date. "Design for the next billion customers" looks at the ways customers at the bottom of the pyramid evaluate and choose products, their value systems and worldviews, and how this influences the design of products and services meant to address their needs.

Companies conceiving of new products or services for the emerging markets in the lower income demographic assume that one basic premise or value proposition can serve all; just the pricing needs to differ according to income available. But they're missing a lot of the story. Literally.

But there is a commonly held assumption by large global brands with millions of customers across the world: Believing, quite rightly, that human beings are the same no matter where they are and how much money they may have, companies conceiving of new products or services for the emerging markets in the lower income demographic assume that one basic premise or value proposition can serve all; just the pricing needs to differ according to income available. But they're missing a lot of the story, literally: The BoP customer has not been bombarded by mainstream consumer culture and all the trappings of 'consumerism' that come with it.

An interesting example of this difference in perception is the ASUS eeePC. Designed for the next billion customers or first-time users of a computer, it was created on the premise of being "Easy to learn; Easy to work; Easy to play" and ended up disrupting the laptop market and creating an entirely new category—the netbook. Of course, ASUS's competitors focused on the obvious when attempting to design a competing product—small form factor and low price. But had ASUS made this the criteria for their initial design, they may never have come up with the rugged, affordable, elegant solution on the market today.

Instead, their hardware and software solution placed the core value of "Easy" as the primary criteria in their design brief. The first-time user in emerging markets is less likely to be making such a purchase based on stylish good looks, an unusual form factor, or the brand's 'cool'—and more likely to apply a far more rigorous product/price evaluation and selection process. The original eeePC's user interface is icon-based and very familiar to someone already accustomed to the interfaces available on mobile phones—commonly the first exposure to ICT devices in the developing world. This sense of "Oh, I bet I could learn to use this, easy," coupled with the price, makes the ASUS netbook a no-brainer, where perhaps the far more intimidating and complex desktops of leading operating systems might make a first-time buyer think twice. Indeed, research has found that over 50% of consumer electronics are returned because the consumer found them too difficult to understand and use.

Distribution

The greatest invention cannot change the world if it does not get manufactured and distributed. KickStart builds a supply chain from the existing private sector. —Kickstart.org

One of the best examples of good design that addresses the very real needs at the base of the social and economic pyramid is Martin Fisher's Kickstart Moneymaker pump, but its history shows that the organization learnt from the challenges of doing business in a sustainable manner under the infrastructural constraints and conditions of the developing world. The entire market had to be created from scratch; there was no existing supply chain, distribution network or marketing and promotional reach among the rural population who are the pump's target audience.

Nokia's significant success in the vast hinterlands of rural China, where there is uneven development and infrastructure, can also be attributed to an unexpected distribution network. In addition to the more conventional chain of dealers and retailers, they saw intrepid local salesmen cramming their products into backpacks and hopping on buses out to the remotest villages to sell. Can these local entrepreneurs be incorporated into their sales and distribution network, increasing their reach but also lowering their distribution costs and raising the income-generating ability from end to end?

(Photo: Marketing in India)

Such "piggybacking" has been attempted on an existing tried and tested global distribution network as a way to distribute medicines to the neediest. Simon Berry has launched a scheme called colalife.org, an award-winning social media campaign launched this year to demonstrable success that sought cooperation from The Coca Cola Company in order to leverage their extensive and highly visible supply chain in the remotest parts of the developing world to distribute critical life-saving medicines such as 'oral rehydration therapy' for common waterborne diseases. A status report from their Flickr group discussion board:

Before the Facebook group I was getting nowhere at all. The group has changed everything and is the reason we've made such rapid progress... Continuing support for the idea is vital if we are to turn this idea into a reality and actually save some lives.

Research and development of the campaign continues to evolve. The next objective is to get an international NGO to engage with the campaign. Meanwhile research is underway in East African into Coca-Cola's distribution system and the feasibility of the idea is being investigated and reported in Simon's blog.

Demand
But in these new markets, under the radar of mainstream consumer culture, advertising, and promotions, simply getting the products out there is not enough. Communication must resonate with the audience's value system and worldview. Does a demand exist at the BoP? Are people aware of the benefits? And are they able to understand why they should part with their limited and often unpredictable income for it?

Sunlight detergent advertisement

For the great majority of consumer products, the challenge to prove their value and relevance remains. Take Unilever, for example, another brand that has established prominence among the lower income demographic. Crossing the chasm of the values gap, their advertising focuses on establishing the return on the buyer's investment in their products. Rather than the more conventional advertising message focusing on perfumed laundry detergent that might make your sheets smell of spring flowers or the morning breeze, their communication clearly demonstrates, in no uncertain terms, why buying Sunlight makes sense for the careful housewife on a very limited budget: "Nothing lasts longer."

Grocery store merchandising

An even more obvious example is this "point of sale" promotion in a village grocery store in rural South Africa, where the shopkeeper clearly displays exactly what the customer will get for their money (photo above). For every budget there is a pile of goods, in the actual size and quantity offered, allowing the purchaser (who may or may not be numerate or literate) to ascertain what their limited funds will buy. This allows them to plan their monthly shopping accordingly. Does this need for clarity somehow imply that those at the BoP are simple or naive; that they need clear messaging or unsophisticated advertising? Or does it point to their very sensitive 'bullshit meter'—one that makes them reluctant to part with their hard-earned funds?

Does this need for clarity somehow imply that those at the BoP are simple or naive; that they need clear messaging or unsophisticated advertising? Or does it point to their very sensitive 'bullshit meter'—one that makes them reluctant to part with their hard-earned funds?

The biggest hurdle to success in the BoP market has been a lack of understanding that this market is very different from the mainstream consumer culture prevalent in the developed world. Producers immersed in mainstream consumer culture (elements of which include easy credit, buy now/pay later terms, and style obsolescence) tend to consider those at the base of the social and economic pyramid as having a very similar or same worldview and value system as their existing consumers; that they simply have less disposable income. So the value propositions of the products, services, and programs introduced for lower income markets—particularly in the developing world—are still based on elements of the value system prevalent in global consumer culture. There is a gap here, and its most commonly reflected in the marketing messages, advertising and communications which tend to emphasize benefits or value that may not be relevant—much less contextually appropriate—to the BoP customer's life. When the value proposition of the seller has little or no resonance with the value system of the target market, it will most likely be ignored.

(Photo: The Economist)

Dignity
The Sammaan Foundation ("sammaan" means dignity) is one such example of bringing opportunity and hope back for the downtrodden by adding some creative innovation. Founded by Irfan Alam, a 27-year-old from the Indian state of Bihar, his idea is to systematize the working of all Rickshaw pullers by bringing them under one roof, and to modernize the cycle rickshaw pulling sector (which contributes 30% in urban transport) with small but creative changes. This not only makes it easier for the rickshaw pullers to drive and increase their income through outdoor advertising, but also through additional services such as the sale of bottled water, juices, mobile recharge, courier collection, and bills collections. The Sammaan Foundation is one of the 30 Indian enterprises shortlisted in a competition to find the country's "hottest" start-up.

Nokia design for illiterate users

But dignity implies far more than simply a brand name. For too long the poor have been the invisible, the overlooked or the simply ignored, particularly as discerning customers for goods and services. Product managers still tend to perceive solutions as dumbed-down, cheap versions of products meant for more "lucrative" markets, or conceive of services primarily for the rich world and then go through the motions of localization for the emerging markets at the BoP. The poor may have shallower pockets than their wealthier brethren, but they're no fools and can smell patronizing good works a mile off. Nokia's most recent entry-level phone acknowledges that many of their BoP customers may be illiterate, but also finds a way to respect their needs and respond with sensitive design solutions. Using icons along with the text in their menus communicates the essentials, while retaining the look and feel of a typical phone.

Further thoughts
Each of the points above emphasizes the importance of individual—poor though he or she may be—rather than a faceless, mass market consumer or a member of the "4 billion" across the world. And using the 5D's—development, design, distribution, demand and dignity—can provide a roadmap for a cohesive, human-centered strategy for well-designed products that sell, services that are successful, and programs with low drop-out rates. Observation and user research conducted to understand your new target audience is critical in establishing the relevant value propositions, of course, since statistical data and quantitative market research simply tells you their income—or lack of it—and literacy levels. (Such details, while important, do not convey the difference in mindset that a life of adversity in uncertain conditions creates, nor do they reveal the how misguided some basic assumptions can be.)

And ultimately, the real needs to be met at the bottom of the social and economic pyramid are the ones for respect, dignity, and an opportunity to improve their quality of life, ensure their children's future or increase their ability to provide for themselves and their families. That's a design challenge for us all.

考文垂大学生研究院最近丹尼尔谢尔丹已经成功地开发和部署了“Energee”跷跷板通过他的公司playmade能源。的使命playmade能源是可再生能源发电，使学校在发展中世界的乐趣，通过发挥.在2007年丹尼尔度过夏天志愿在肯尼亚帮助建立和教书，一所小学。当他回到他的程度他在研究开发一种产品，是基于“积极的方面是非洲共同体”。该跷跷板发电作为副产品的发挥5--10分钟使用足够的功率教室一个晚上。它是提供给社会的套件形式和来自当地材料。.最终丹尼尔希望设计整个游戏的不同设备，可以发电。