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Joon Hong
Works at NHN Entertainment Corporation
Attended Hanyang University
Lived in Seoul
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Joon Hong

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스티브 잡스에게서 배운것!

많은 이야기중에서도 이게 제일 공감 가네요
- Customers cannot tell you what they need
- 소비자들도 그들이 뭘 원하는지 이야기하기 힘들어 한다.
Guy Kawasaki originally shared:
 
(Sat01) What I Learned From Steve Jobs

Many people have explained what one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I don’t want any lessons to be lost or forgotten, so here is my list of the top twelve lessons that I learned from Steve Jobs.

Experts are clueless.

Experts—journalists, analysts, consultants, bankers, and gurus can’t “do” so they “advise.” They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary. For example, the experts told us that the two biggest shortcomings of Macintosh in the mid 1980s was the lack of a daisy-wheel printer driver and Lotus 1-2-3; another advice gem from the experts was to buy Compaq. Hear what experts say, but don’t always listen to them.

Customers cannot tell you what they need.

“Apple market research” is an oxymoron. The Apple focus group was the right hemisphere of Steve’s brain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper”—that is, better sameness, not revolutionary change. They can only describe their desires in terms of what they are already using—around the time of the introduction of Macintosh, all people said they wanted was better, faster, and cheaper MS-DOS machines. The richest vein for tech startups is creating the product that you want to use—that’s what Steve and Woz did.

Jump to the next curve.

Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories, and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond?

The biggest challenges beget best work.

I lived in fear that Steve would tell me that I, or my work, was crap. In public. This fear was a big challenge. Competing with IBM and then Microsoft was a big challenge. Changing the world was a big challenge. I, and Apple employees before me and after me, did their best work because we had to do our best work to meet the big challenges.

Design counts.

Steve drove people nuts with his design demands—some shades of black weren’t black enough. Mere mortals think that black is black, and that a trash can is a trash can. Steve was such a perfectionist—a perfectionist Beyond: Thunderdome—and lo and behold he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.

You can’t go wrong with big graphics and big fonts.

Take a look at Steve’s slides. The font is sixty points. There’s usually one big screenshot or graphic. Look at other tech speaker’s slides—even the ones who have seen Steve in action. The font is eight points, and there are no graphics. So many people say that Steve was the world’s greatest product introduction guy..don’t you wonder why more people don’t copy his style?

Changing your mind is a sign of intelligence.

When Apple first shipped the iPhone there was no such thing as apps. Apps, Steve decreed, were a bad thing because you never know what they could be doing to your phone. Safari web apps were the way to go until six months later when Steve decided, or someone convinced Steve, that apps were the way to go—but of course. Duh! Apple came a long way in a short time from Safari web apps to “there’s an app for that.”

“Value” is different from “price.”

Woe unto you if you decide everything based on price. Even more woe unto you if you compete solely on price. Price is not all that matters—what is important, at least to some people, is value. And value takes into account training, support, and the intrinsic joy of using the best tool that’s made. It’s pretty safe to say that no one buys Apple products because of their low price.

A players hire A+ players.

Actually, Steve believed that A players hire A players—that is people who are as good as they are. I refined this slightly—my theory is that A players hire people even better than themselves. It’s clear, though, that B players hire C players so they can feel superior to them, and C players hire D players. If you start hiring B players, expect what Steve called “the bozo explosion” to happen in your organization.

Readl CEOs demo.

Steve Jobs could demo a pod, pad, phone, and Mac two to three times a year with millions of people watching, why is it that many CEOs call upon their vice-president of engineering to do a product demo? Maybe it’s to show that there’s a team effort in play. Maybe. It’s more likely that the CEO doesn’t understand what his/her company is making well enough to explain it. How pathetic is that?

Real CEOs ship.

For all his perfectionism, Steve could ship. Maybe the product wasn’t perfect every time, but it was almost always great enough to go. The lesson is that Steve wasn’t tinkering for the sake of tinkering—he had a goal: shipping and achieving worldwide domination of existing markets or creation of new markets. Apple is an engineering-centric company, not a research-centric one. Which would you rather be: Apple or Xerox PARC?

Marketing boils down to providing unique value.

Think of a 2 x 2 matrix. The vertical axis measures how your product differs from the competition. The horizontal axis measures the value of your product. Bottom right: valuable but not unique—you’ll have to compete on price. Top left: unique but not valuable—you’ll own a market that doesn’t exist. Bottom left: not unique and not value—you’re a bozo. Top right: unique and valuable—this is where you make margin, money, and history. For example, the iPod was unique and valuable because it was the only way to legally, inexpensively, and easily download music from the six biggest record labels.

Bonus: Some things need to be believed to be seen. When you are jumping curves, defying/ignoring the experts, facing off against big challenges, obsessing about design, and focusing on unique value, you will need to convince people to believe in what you are doing in order to see your efforts come to fruition. People needed to believe in Macintosh to see it become real. Ditto for iPod, iPhone, and iPad. Not everyone will believe—that’s okay. But the starting point of changing the world is changing a few minds. This is the greatest lesson of all that I learned from Steve.
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이창원님의 날카로운 분석이네요. 사실 국내 기사만으로 해외 동향을 살피기에는 한계가 있죠. 이렇게 소식을 직접 전해주고 분석해 주시는 분들이 계셔서 다행이네요.
이창원 originally shared:
 
한국 뉴스를 비롯, 미국뉴스, 특허 전문가 블로그등을 두루 대충 본 결과 한국 기사의 내용은 너무 피상적입니다. 애플이 이 소송에서 제기한 핵심은 FRAND[http://goo.gl/L4vu2] 라는 단어로 보입니다. 이것은 간단히 요약하자면 표준에 포함된 특허는 판매금지등의 독점적 폐해를 양산할 수 있는 권리로 사용될 수 없고 적절한 특허료를 지불받는데 그쳐야 한다는 것입니다. 이번에 삼성이 판매금지를 요청하면서 내민 3G특허는 모두 표준바디에 들어간 특허라고 합니다. 그러므로 삼성이 판매금지를 요구하자면,

그동안 애플에 돈내라고 줄기차게 요구를 했으나 돈을 안내기 때문에 판매금지를 요청한 것이다라고 주장할 수 밖에 없고 실제 재판내용을 보면 그렇게 되어있습니다. 그래서 애플입장에서는 너무 비싸서 못 냈고 사실상 FRAND에 어긋나는 요구다. 즉 독점적 지위 남용으로 FRAND를 무시했다. 라고 응수한 것으로 보입니다.

즉 애플이 이런식으로 돈 내겠다고 나오면 삼성이 특허료는 받을 수 있으나 판매금지를 얻어내기는 어렵지 않겠느냐... 이런 이야기가 많더군요. 그런데 문제는 이 FRAND를 준수하는 특허료가 얼마냐... 이게 관건이 되다 보니 애플이 공개적으로 삼성이 요구한 로열티 금액을 계약을 위반하면서까지 까버린 것이 아닌가 싶습니다. 즉 판매금지를 피하기 위해서 돈 주겠다 이렇게 했는데 이 돈이 워낙 엄청나다 보니 또 쉽지 않은 것이죠.
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대학원생이나 기업에서 Research 하시는 분들에겐 익숙한 학회지요 IEEE

2010 Anuual Report 주요 통계만 보고 있는데, 이렇게 구성되어있구나.. 하는 생각이 듭니다.

- IEEE 중에서도 제일 규모가 큰건 이름때문에 전자통신쪽일지 알았는데 의외로 Computer Society네요. 그리고 다음규모가 통신 분야인 Communication Soc..
- 근데 말이 학회지, 맴버들의 대부분은 Industry쪽이 많습니다. 또한 연령대도 30대 이하가 제일 많네요.
- 역시 미쿡 맴버가 많습니다.그다음이 인도/태평양 지역이군요

뭐라할까.. "학회"로 많이 알려져 있지만 상당히 젊은사람들이 많은 조직이라는거, 그리고 학계 외에도 기업의 참여가 활발한 것. 그것이 바로 지금의 IEEE가 있게 한 원동력이 아닌가 싶습니다.

하지만 역시 공대.. 성비는 9:1인게 함정
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IT산업의 뒤에서 일어나는 재미있는 일화들은 여러가지 탄성과 환호를 자아내죠. 얼마 전 삼성-안드로이드에 대한 이야기가 화제가 되더니, 이번에 본 재미있는 이야기는 LG와 안드로이드에 대한 이야기네요.

WSJ에서 앤디 루빈(안드로이드의 key person)의 일화를 소개했었는데... 최초의 구글폰(넥서스 원으로 알려져 있죠)을 LG와 제작하자고 제의를 했었대요.

에스티마님께서 블로그를 통해 소개를 해 주셨는데, 국내 언론들이 이 이야기를 인용 많이 하네요

일화도 일화지만 에스티마님 포스트 아래 당시 LG전자 관계자였던 분들의 댓글이 참으로 생생합니다. 댓글들도 필수로 읽어보셔야 할 거 같아요

http://estima.wordpress.com/2011/08/16/lgandroid/
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영어에 대한 부분은 정말 공감 갑니다. 영어독해 능력이 있냐/모르냐에 따라 받아들일 수 있는 지식의 수준과, 트랜드 follow 능력이 엄청나게 차이가 나더군요.

예전에 레드몬드에 있는 Microsoft 본사에 갔을때 연구원님께서 해 주시던 말씀이 생각나는군요.

"영어는 잘 못해도, 남을 이해하고 설득할 수 있는 수준이 되어야 한다"
이창원 originally shared:
 
한국 소프트웨어 엔지니어가 대접받기 어려운 이유.

1. 글로벌 엔지니어가 되기 어렵다.
우리말, 우리글이 있다는 것은 언제나 자랑스럽지만 국제무대를 중심으로 움직이는 기술을 섭렵하려면 영어가 필수인데 한국에서 엔지니어가 영어를 잘 하기를 기대하기 어렵다. 특히 인터넷을 중심으로 고급엔지니어 사이의 활발한 토론들이 모두 영어로 진행되기 때문에 영어를 모르고 고급기술을 익힌다는 것은 거의 불가능 에 가깝다. 요즘의 영어 공부 경향이 듣고/말하기에 집중하고 있는데 엔지니어에게는 읽고/쓰기가 결정적으로 필요한 것도 한 이유가 된다.

2. 글로벌화된 대기업은 더 이상 한국 엔지니어가 필요치 않다.
수출이 70%이상 되는 대기업 제품을 이제 더이상 한국엔지니어에게 맡길 수도, 맡길 필요도 없어졌다. 인도, 중국에서 영어가 가능한 소프트웨어 엔지니어를 구하는 것은 한국에서 구하는 것 보다 쉽고 빠르고 어쩌면 싸기까지 하다.

3. 국내에서 엔지니어를 조달해야 하는 사업은 하도급 체제다.
글로벌 기술로 되지 않는 것이 한글 컨텐츠 위주로된 소프트웨어인데 이러한 사업은 모두 대기업 SI 업체가 독점하고 갑, 을, 병, 정, 무, 기로 이어지는 하도급체제를 구축했다. 사업규모, 머리수 위주의 입찰관행이 바뀌지 않는한 이 하도급 체제도 이제 쉽게 무너지기 어렵다. 대형 프로젝트 수주를 위해서는 일정 규모 이상의 회사가 필요한데 그러한 회사는 이미 모두 붕괴 되다시피 했다.

이러한 열악한 환경에도 불구하고 소프트웨어 엔지니어가 되고 싶다면.
잘나가는 엔지니어가 되고 싶다면 영어공부에 많은 시간을 투여해야한다. 예를 들어 자바로 프로그램을 만들고 있다면 자바 기초 서적부터 영어로 새로 읽어야 한다. 현재 알고 있는 모든 지식을 영어로 재무장 해야 한다.
그냥 먹고사는 엔지니어가 되고 싶다면 큰 회사 보다는 나름 잘나가는 중소기업의 IT부서에 취직해서 열심히 웹사이트 유지보수를 하는 것을 권한다. 어느정도 틀을 갖추고 수익이 나는 중소기업들은 대부분 외주처를 찾지 못해서 자체적으로 IT부서를 두고 웹사이트 관리등을 한다. 이러한 회사들은 늘 개발자를 구하지 못해서 고민이다. 갑, 을, 병, 정으로 이어지는 하도급 업체에 파견 또는 계약직으로 일하는 것은 비추천이다.
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공유감사합니다. 저도팔로잉중인분인데...놓쳤었네요.
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간단하게 튜토리얼을 훑어본 Visual Studio 2011 Light Switch의 첫 느낌은... "Access의 진화판"..정도..의 느낌이 드는군요. 코드를 추가하고 편하게 DB를 다룰 수 있는건 매력적인데 뭔가 2% 부족해 보입니다.

추가 기능이나 Extension들 좀 살펴보아야 겠어요
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구글, 모토로라 인수! IT시장이 계속 한치 앞을 몰라보게 바뀌네요.
이와 관련한 레리 페이지 구글 CEO의 포스트군요.

몇가지 요약을 하자면..
- 구글, 모토로라 꿀꺽함
- 안드로이드는 계속 오픈 플렛폼임

...이 되겠습니다.
Larry Page originally shared:
 
Supercharging Android: Google to Acquire Motorola Mobility

Since its launch in November 2007, Android has not only dramatically increased consumer choice but also improved the entire mobile experience for users. Today, more than 150 million Android devices have been activated worldwide--with over 550,000 devices now lit up every day--through a network of about 39 manufacturers and 231 carriers in 123 countries. Given Android’s phenomenal success, we are always looking for new ways to supercharge the Android ecosystem. That is why I am so excited today to announce that we have agreed to acquire Motorola (http://investor.google.com/releases/2011/0815.html).

Motorola has a history of over 80 years of innovation in communications technology and products, and in the development of intellectual property, which have helped drive the remarkable revolution in mobile computing we are all enjoying today. Its many industry milestones include the introduction of the world’s first portable cell phone nearly 30 years ago, and the StarTAC--the smallest and lightest phone on earth at time of launch. In 2007, Motorola was a founding member of the Open Handset Alliance (http://www.openhandsetalliance.com) that worked to make Android the first truly open and comprehensive platform for mobile devices. I have loved my Motorola phones from the StarTAC era up to the current DROIDs.

In 2008, Motorola bet big on Android as the sole operating system across all of its smartphone devices. It was a smart bet and we’re thrilled at the success they’ve achieved so far. We believe that their mobile business is on an upward trajectory and poised for explosive growth.

Motorola is also a market leader in the home devices and video solutions business. With the transition to Internet Protocol, we are excited to work together with Motorola and the industry to support our partners and cooperate with them to accelerate innovation in this space.

Motorola’s total commitment to Android in mobile devices is one of many reasons that there is a natural fit between our two companies. Together, we will create amazing user experiences that supercharge the entire Android ecosystem for the benefit of consumers, partners and developers everywhere.

This acquisition will not change our commitment to run Android as an open platform. Motorola will remain a licensee of Android and Android will remain open. We will run Motorola as a separate business. Many hardware partners have contributed to Android’s success and we look forward to continuing to work with all of them to deliver outstanding user experiences.

We recently explained (http://googleblog.blogspot.com/2011/08/when-patents-attack-android.html) how companies including Microsoft and Apple are banding together in anti-competitive patent attacks on Android. The U.S. Department of Justice had to intervene in the results of one recent patent auction to “protect competition and innovation in the open source software community” (http://www.justice.gov/opa/pr/2011/April/11-at-491.html) and it is currently looking into (http://online.wsj.com/article/SB10001424053111903635604576476430510833852.html) the results of the Nortel auction. Our acquisition of Motorola will increase competition by strengthening Google’s patent portfolio, which will enable us to better protect Android from anti-competitive threats from Microsoft, Apple and other companies.

The combination of Google and Motorola will not only supercharge Android, but will also enhance competition and offer consumers accelerating innovation, greater choice, and wonderful user experiences. I am confident that these great experiences will create huge value for shareholders.

I look forward to welcoming Motorolans to our family of Googlers.

-Larry Page

Forward-Looking Statements

This blogpost includes forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These forward-looking statements generally can be identified by phrases such as Google or management “believes,” “expects,” “anticipates,” “foresees,” “forecasts,” “estimates” or other words or phrases of similar import. Similarly, statements herein that describe the proposed transaction, including its financial impact, and other statements of management’s beliefs, intentions or goals also are forward-looking statements. It is uncertain whether any of the events anticipated by the forward-looking statements will transpire or occur, or if any of them do, what impact they will have on the results of operations and financial condition of the combined companies or the price of Google or Motorola stock. These forward-looking statements involve certain risks and uncertainties that could cause actual results to differ materially from those indicated in such forward-looking statements, including but not limited to the ability of the parties to consummate the proposed transaction and the satisfaction of the conditions precedent to consummation of the proposed transaction, including the ability to secure regulatory approvals at all or in a timely manner; the ability of Google to successfully integrate Motorola’s operations, product lines and technology; the ability of Google to implement its plans, forecasts and other expectations with respect to Motorola’s business after the completion of the transaction and realize additional opportunities for growth and innovation; and the other risks and important factors contained and identified in Google’s
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+김영곤 // 그러게요. 안드로이드를 계속 오픈 플렛폼으로 내 놓긴 한다고 하는데, 앞으로 어떻게 될지 모르겠습니다.
안드로이드 점유율의 대부분을 모토로라가 가져갈 지도..하는 생각도 들고 말이죠
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Have him in circles
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Joon Hong

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빌게이츠, 마크주커버그 그리고 레리페이지씨도 잡스의 죽음에 대해 애도를 표하시네요. 정말 큰 거성이 져 버린거 같아요.
Larry Page originally shared:
 
I am very, very sad to hear the news about Steve. He was a great man with incredible achievements and amazing brilliance. He always seemed to be able to say in very few words what you actually should have been thinking before you thought it. His focus on the user experience above all else has always been an inspiration to me. He was very kind to reach out to me as I became CEO of Google and spend time offering his advice and knowledge even though he was not at all well. My thoughts and Google's are with his family and the whole Apple family.
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예전부터 한번 구현 해 보고 싶었던 프로그램이죠. 손을 허공에 휘저으면서 파워포인트 슬라이드 넘기기!

잔머리 좀 쓰고 Coding 4 Fun 참고해서 키넥트를 이용해 구현을 해 보았어요.

사실 코드 자체는 옛날에 만들어 두었는데, 정리하는데 시간이 많이 걸렸네요. 개발자들의 가능성을 무한대로 풀어주는 멋진 기계 키넥트와 함께 오늘도 즐코딩~~
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+Joon Hong 아..아니에요 ㅋㅋㅋㅋ
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Joon Hong

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나름 기자님께서 조사하시고 쓴 거 같긴 한데, 사실과 다른 부분이 있네요. 아마 MITs 나올때가.. 제가 삼성 모바일 사이트에서 매니아회원으로 활동하고 있었고 그 내부의 official club중 하나의 시삽을 하고 있었을때로 기억하는데..

사실 스마트폰의 모태가 되었던, 폰은 MITs 시리즈 이전에도 다른 회사에서 나왔던 것으로 기억합니다. 다만 삼성이 시장을 개척하려고 했던 선발주자 중 하나였던것은 맞지요.

어떻게 보면 지금의 앱스토어 개념과 유사했던 ADS(Anycall Download Service)기능도 2003년도 쯤에 생겼던 것으로 기억합니다. 다만 지금처럼 개방형 마켓이 아닌 폐쇄형 마켓이라 SKT나 KT의 반발에 상당한 진통을 겪었던 것으로 기억에 남아있네요. 특히나 SKT의 반발이 엄청나서 동일 모델임에도 불구하고 SKT용 모델에만 ADS 가 빠져 있었던 모델도 몇몇 기억합니다.
2000년대 초반의 삼성전자 무선사업부는 정말 멋있었고, 많은것을 시도하는 회사였습니다. 당시에는 기네스 모델도 있었지요. 세계 최초의 카메라폰, TV폰, ADS, MITs등등.. 휴대폰 자체의 품질도 상당했고 말이죠. 그런 모습에 반해서 그런지 저 역시 열성 팬중의 하나였고, 주위 마니아분들이랑 같이 무선사업부 회의와 워크샵까지 초청받아 따라갔던 기억이 나는군요.


지금은 뭐라할까요 "애증"의 기업이라는 말이 딱 어울리는거 같아요. 언제부터인가 그런 모습이 하나 둘 안보이기 시작하더니 옴니아를 전후로 실망하게 되는 모습도 자주 보이고..

어찌되었던 뭐... 모 사이트 댓글에서 많이 보이는 망해라..라는 말 보다는 이런말을 해 주고 싶어지는군요 "2000년대 초반의 그 정신을 잊지 마세요"
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Joon Hong

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진짜 역사에 남을 사진이네요 ㄷㄷㄷ
Andy Rubin originally shared:
 
Fun game of ping pong this morning. The "Blur" next to Larry is Sanjay Jha.
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Joon Hong

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지금 이 시각 +Larry Page 구글 CEO의 포스트. 댓글과 share 수가 장난이 아니군요.
포스팅한지 30분에 불과한데 공유수만 벌써 700을 향해가고 코멘트는 400이 훌쩍.. ㄷㄷㄷㄷ
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김인홍's profile photo
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Software Developer
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  • NHN Entertainment Corporation
    Software Engineer, 2013 - present
  • NHN Corporation
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MODA: Windows Phone 7 Developer!
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    Physics, 2002 - 2009
  • Hanyang University
    Electronics and Computer Engineering, 2009 - 2011
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JoonMo Hong, 홍준모, 모다, Moda