The Hottest Trends In Eyewear For 20142014年最熱門的眼鏡流行趨勢

Whether you sport geeky chic opticals or oversized aviators, you’re advocating eyewear trends – perhaps unknowingly. True, glasses help us to see, and protect our precious eyes from the sun’s glare. But most importantly, they are everyone’s favorite accessory.

無論你戴的是時尚別致的光學(xué)眼鏡還是超大尺寸的飛行員太陽鏡，你都在引領(lǐng)眼鏡的流行趨勢——也許你還毫無察覺。的確，眼鏡有助于我們看得更清楚，保護我們珍貴的雙眼免受太陽光的刺激。然而更重要的是，眼鏡是每個人都喜歡的配飾。

This week, fashion forecaster Stylesight hosted its annual Eyewear Product & Trend Review for spring/summer 2014. The event featured a wide range of imaginative new optical and sunglass products from designers across the globe. There are four major trends to watch for in the coming months. Here’s the rundown:

本周，時尚趨勢預(yù)測機構(gòu) Stylesight進行了一年一度的2014春夏眼鏡產(chǎn)品及流行趨勢展望。在本次活動中，來自世界各地的設(shè)計師呈現(xiàn)了各種富有想象力的新款光學(xué)眼鏡和太陽鏡。在未來幾個月，我們將看到四個主要流行趨勢。請看下面的簡介：

The Instagram Look

1.Instagram風(fēng)格

This style, inspired by the latest craze in social media, has a 1970s appeal. For sunwear, rosy tinted lenses from O’Neill (Driftwood), SPY (Bleeker) and Ferragamo (SF691SL) give wearers a filtered view of the world. Similarly, Carerra (82S), Maui Jim (H287), and Lanvin (SLN586) offer products with gold-tinted lenses, which make for a sepia-like effect.

這種風(fēng)格的設(shè)計靈感來自社交媒體的最新熱潮，具有20世紀70年代的韻味。在太陽鏡方面，眼鏡品牌 Superdry 的“浮木”（Driftwood）、 SPY的“布萊克爾”（Bleeker）和菲格拉慕（Ferragamo）的SF691SL都使用了玫瑰色漸變鏡片，為佩戴者提供了良好的透光效果。同樣，Carerra 的82S, 毛伊吉姆（Maui Jim）的H287和朗萬（ Lanvin）的SLN586都使用了金色漸變的鏡片，為佩戴者打造了棕褐色的視覺效果。

In both optical and sunwear, materials and silhouettes are reminiscent of yesteryear too. O’Neill offers shades with understated wooden frames, while tortoise print makes a comeback with designs from Original Penguin (The Pinner), Robert Graham (Princeton), Max Studio (122) and Karl Lagerfeld (KL809S). Soft, bubbly shapes from Judith Leiber (JL1674) and Icon Eyewear (30310) round out these throwback designs.

在光學(xué)眼鏡和太陽鏡領(lǐng)域，材質(zhì)和輪廓的設(shè)計都讓人回想起昔日的復(fù)古風(fēng)格。O’Neill 品牌推出了低調(diào)的木質(zhì)框架，而柏林企鵝（Original Penguin） 的“扣針”（The Pinner）、羅伯特•格雷厄姆（Robert Graham）的“普林斯頓”（Princeton）、麥克斯公司（Max Studio ）的122款和卡爾•拉格菲爾德（Karl Lagerfeld ）的KL809S都再次推出了玳瑁鏡架。朱迪思•雷伯（Judith Leiber ）的JL1674和 Icon Eyewear 的30310款采用了柔和的泡沫型輪廓，全面回歸復(fù)古設(shè)計風(fēng)格。

The Mathematical Look

2.數(shù)學(xué)風(fēng)格

This trend is most concerned with angular cuts and neutral colors. Marni’s triangular lenses and Chloe’s (CE638SL) hexagonal ones emphasize geometric shapes. Prada (PR09QS), Optic Nerve (Kincaid) and Emporio Armani (EA4021) place high emphasis on the brow bar. Designs by Balmain (BL1018) have an industrial appeal, with simplistic contours.

這種流行風(fēng)格更側(cè)重棱角分明的輪廓和中性色調(diào)。瑪尼（Marni）的三角形鏡片和克羅伊（Chloe）CE638SL的六角形鏡片都強調(diào)幾何形狀的特點。普拉達（Prada）的PR 09Qs、Optic Nerve 的“金凱德”（Kincaid）和安普里奧•阿瑪尼（ Emporio Armani ）的EA4021都特別強調(diào)眉框的設(shè)計。巴爾曼（Balmain）BL1018的設(shè)計師用簡單的輪廓體現(xiàn)出工業(yè)魅力。

XOXO (Aspire), Frost (Fizzy) and Roberto Cavalli (RC797S) use arithmetical frame prints to make statements. Black and white patterns bring stunning sophistication to designs from Face A Face (Artie2), Jimmy Crystal (JCS601) and Randy Jackson (RJ3016) – yes, that Randy Jackson. Matte finishes from Lotho and Dsquared2 (DQ0134) drive home the point that a lack of shine does not mean a lack of elegance.

XOXO的“渴望”（Aspire）、弗羅斯特（Frost）的“泡沫”（ Fizzy）和羅伯特•卡沃利（Roberto Cavalli）的RC797S都使用數(shù)學(xué)主題的框架來表達設(shè)計思想。有些品牌使用黑色和白色的樣式，把令人驚嘆的巧妙創(chuàng)意融入設(shè)計中，比如Face A Face的“阿蒂2”（ Artie2）、吉米•克里斯特爾（Jimmy Crystal）的 JCS601和蘭迪•杰克遜（Randy Jackson）的RJ3016——沒錯，就是那個蘭迪•杰克遜。法國品牌Lotho和Dsquared2的DQ0134采用了磨砂表面的框架，旨在強調(diào)一點：不閃耀并不意味著缺少優(yōu)雅的風(fēng)格。

The Aquatic Look

3.海洋風(fēng)格

Inspired by the ocean, this trend features vibrant blues, turquoises and teals. Frames from Vera Wang (Asuka), Icon Eyewear (75364), Kaenon (602) and Michael Stars (Iconic Stylist) draw upon these watery hues. Designers such as Scott Harris (V-25) and Prodesign (4134) pioneer the floating lens effect, using partially clear frames and minimalism. Cloudy sea glass-textured frames from Superdry (Comets), Vera Wang (Chrysanthe), and Corrine McCormack (Zooey) bring the oceanic look home.

這種流行風(fēng)格的設(shè)計靈感來自海洋，設(shè)計元素包括充滿活力的深淺不一的藍、綠松石和水鴨。從王薇薇（Vera Wang）的“飛鳥”（Asuka）、Icon Eyewear 的75364款、 Kaenon 的602款到邁克爾明星（Michael Stars ）的“標(biāo)志設(shè)計師”（Iconic Stylist），這些產(chǎn)品都采用了清新的海洋色調(diào)。Scott Harris （V-25） 、 Prodesign（4134）等眼鏡品牌的設(shè)計師率先打造了浮動鏡片效果，采用了半透明的框架和極簡主義風(fēng)格的設(shè)計。Superdry的“彗星”（Comets）、王薇薇的“菊花”（Chrysanthe）和科瑞恩•麥科馬克（Corrine McCormack）的“佐伊”（Zooey）都使用了云海玻璃質(zhì)感的眼鏡框架，讓人感受到海洋的清新氣息。

The Garden Look

4.花園風(fēng)格

In the fourth and final look for the upcoming season, earthy greens and vibrant pinks, demonstrated by Valentino (V681S) and Mui Mui (VMU07M), are evocative of spring foliage. Dolce & Gabbana (DG4190), Jonathan Paul (Ikara) and Lafont (Naiade) offer new floral prints too. House of Holland and Robert Graham (Calvin) push the fantasy look to an extreme with saturated, mirrored lenses.

花園風(fēng)格是下一季第四個也是最后一個流行趨勢，華倫天奴（Valentino）的 V681S 和Mui Mui的VMU07M 采用質(zhì)樸的綠色和充滿活力的粉紅色框架，喚起人們對春日樹葉的美好回憶。杜嘉班納（Dolce &Gabbana）的DG4190、喬納森•保羅（Jonathan Paul）的“伊卡拉”（Ikara）和拉芳特（Lafont）的“娜雅”（Naiade）都設(shè)計了全新的花卉圖案。荷蘭屋（House of Holland）和羅伯特•格雷厄姆（Robert Graham）的“卡爾文”（Calvin）都用色彩飽和的反射式鏡片將夢幻色彩的效果推向了極致。

Products by Frost (Papillon) and Lafont (Nec Plus Ultra) feature whimsical butterfly-shaped silhouettes. Floral embellishments from designers like Caviar (5594) make this look dazzlingly exotic. In the spirit of modernism, Cinzia Designs (Twinkle), Alexander McQueen, (AMQ4239S) Kate Spade and others, adorn their frames with sparkles and studs.

弗羅斯特的“蝴蝶”（Papillon）和拉芳特的Nec Plus Ultra都采用造型奇特的蝴蝶型輪廓。設(shè)計師為Caviar 的5594款裝飾了花卉圖案，讓這款眼鏡看起來具有令人炫目的異國情調(diào)。Cinzia Designs的“閃爍”（ Twinkle）、亞歷山大•麥昆（Alexander McQueen）的AMQ4239S、Kate Spade和其他品牌都遵循了現(xiàn)代主義的設(shè)計理念，在眼鏡框架上裝飾了亮片和飾釘。

• contour ['kɔntuə]video
  
  n. 輪廓；等高線；周線；電路；概要vt. 畫輪廓；畫等高線
• tint [tint]video
  
  n. 色彩；淺色vt. 染（發(fā)）；給…著色
• sparkle ['spɑ:kl]video
  
  n. 閃耀；火花；活力vt. 使閃耀；使發(fā)光vi. 閃耀；發(fā)泡；活躍
• saturate ['sætʃəreit, 'sætʃərit]video
  
  vt. 浸透，使?jié)裢福皇癸柡停�使充滿adj. 浸透的，飽和的；深顏色的
• accessory [ək'sesəri]video
  
  n. 配件；附件；[法] 從犯adj. 副的；同謀的；附屬的
• demonstrate ['demənstreit]video
  
  vt. 證明；展示；論證vi. 示威
• comeback ['kʌmbæk]video
  
  n. 恢復(fù)；復(fù)原
• texture ['tekstʃə]video
  
  n. 質(zhì)地；紋理；結(jié)構(gòu)；本質(zhì)，實質(zhì)
• silhouette [,silu:'et, -lu-]video
  
  n. 輪廓，剪影vt. 使…照出影子來；使…僅僅顯出輪廓
• elegance ['eliɡəns,-ɡənsi]video
  
  n. 典雅；高
  
  

如何說服老板讓你在家上班


大城市的交通擁堵讓上下班苦不堪言，千辛萬苦到達公司后還要不停被瑣事干擾，工作效率反而不如在家上班。但如何說服擔(dān)心你在家磨洋工的老板呢？這里有一堆好理由。

親愛的安妮：我在一家財富500強公司的大城市總部上班。我住在郊區(qū)，離公司總部的直線距離并不算太遠，但可怕的交通狀況（甚至在黎明時分）意味著，我上下班一個單程往往就需要花費一個多小時，這極大地消耗了我的能量。當(dāng)我終于抵達公司，開始一天的工作時，各種愚蠢之極，非常瑣碎的干擾，又讓我很難保持足夠長時間的專注度，進而導(dǎo)致我無法完成工作。     出于這兩個理由，我認為，倘若我每周至少有一兩天在家辦公——無需上下班，沒有分心之事，我的工作效率肯定會大幅提升。問題在于我的老板。每當(dāng)我向他提及此事時，他總是說，“如果我看不見你，我怎么知道你在工作呢？”他說話的口吻像是開玩笑，但我覺得這其實是他真實的想法。此外，他還提到雅虎(Yahoo )、百思買(Best Buy)和惠普( HP)等大公司都限制或禁止遠程辦公這一事實，并且擔(dān)心大家都在家工作或?qū)⑽＜皵?shù)據(jù)的安全性。請問我究竟該如何說服他呢？——受阻者     親愛的“受阻者”：下一次，當(dāng)你的老板把雅虎、百思買和惠普奉為政策典范時，你或許有必要援引大衛(wèi)•海涅邁爾•漢森的看法，向他指出，“所有這三家公司目前都陷于困境，所以他們需要全體員工各就各位。為什么還有公司想要加入這個俱樂部呢？”     更中肯的理由是，遠程辦公已悄然成為業(yè)界規(guī)范，而不是特殊案例。據(jù)人力資源團體美國薪酬管理協(xié)會(WorldatWork)今年7月份的一次調(diào)查，88%的美國公司現(xiàn)在允許或鼓勵遠程辦公。以IBM為代表的一些公司始終堅持大多數(shù)員工在大多數(shù)時間內(nèi)遠程工作的做法。漢森在其新著《遠程辦公革命》(Remote: Office Not Required)中援引了“藍色巨人”( Big Blue，IBM公司的綽號)發(fā)布的一份白皮書。這份白皮書預(yù)測稱，遠程辦公已經(jīng)為該公司節(jié)省了超過1億美元的房地產(chǎn)成本。     《遠程辦公革命》一書還為這種工作方式的崛起列舉了其他一些令人信服的理由。相較于讓數(shù)百萬人堵在路上，連續(xù)數(shù)小時不停地噴涌一氧化碳，省掉通勤顯然更有利于保護我們的臭氧層。遠程辦公可以讓公司廣納天下英才，并且根本沒必要考慮這些來自美國或世界某個地區(qū)的精英們能夠在辦公室停留多長時間。     此外，至少在某些時候，在家或旅途中工作往往使得人們的工作更富有成效。與你一樣，漢森也認為，“現(xiàn)代化寫字樓已經(jīng)成為一個紛紛擾擾的工廠，但干擾并不是沒有代價的。不斷要求人們立刻注意一些其實并不緊迫的小事情，的確會拖累生產(chǎn)率，”他說。“無法持續(xù)幾分鐘以上集中精神的人，幾乎肯定做不好他們的工作。”     漢森就如何說服你那位不情愿的老板提供了三項建議。其一，你或許應(yīng)該開門見山地告訴老板，在沒有分心之事，并且無需經(jīng)受通勤折磨的情況下，你能夠更好地完成更多工作。“不要把遠程辦公說成一種額外待遇，好像你正在要求公司幫你一個忙似的，”漢森說。“相反，你應(yīng)該強調(diào)指出，如果你能夠不受打擾地工作，那就將為團隊和公司帶來更大的好處。讓你處在最富成效的工作狀態(tài)，對于老板的好處至少跟對于你自己的好處一樣大。”     其二，“你需要解決他對于數(shù)據(jù)安全性的關(guān)切，”漢森指出。“但僅僅因為人們一起在辦公室工作，并不一定能夠保證數(shù)據(jù)的安全。員工往往把筆記本電腦帶回家，他們的智能手機也攜帶公司數(shù)據(jù)，而且還經(jīng)常出差。如果公司存在亟需填補的安全漏洞，那的確是一個嚴重的問題，但這跟你是否在家工作并無關(guān)系。”再次向你的老板提出遠程辦公要求之前，先尋求公司內(nèi)部技術(shù)人員的幫助，讓他們?yōu)槟愦蛩闶褂玫脑O(shè)備安裝防黑客軟件。

Dear Annie: I work at the headquarters of a Fortune 500 company in a major city. The suburb where I live is not that far away as the crow flies, but the horrendous traffic (even in the predawn hours) means my commute often takes more than an hour each way, and it is a huge drain on my energy. Then, when I get to work, my day is so full of stupid little interruptions that it's hard to focus on one thing long enough to finish it.     For both of these reasons, I would be a lot more productive if I worked from home at least a couple of days a week -- no commute, no distractions. The problem is my boss. When I have approached him about this, he always says, "If I can't see you, how do I know you're working?" He says it jokingly, but actually I think he means it. Also, he has brought up the fact that Yahoo (YHOO), Best Buy (BBY), and HP (HPQ) have limited or banned telecommuting, and expressed concerns about data security if people are working from home. Any ideas about how to persuade him to let us try it anyway? -- Roadblocked     Dear Roadblocked: Next time your boss brings up Yahoo, Best Buy, and HP as paragons of policy, says David Heinemeier Hansson, you might point out that "all three are in trouble, so they need all hands on deck. Why would any company want to join that club?"     Far more relevant is that telework has quietly become the rule, rather than the exception. According to a survey this past July by HR trade group WorldatWork, 88% of U.S. companies now allow or encourage telecommuting. Some, like IBM (IBM), insist that most of their people work remotely most of the time. In a new book, Remote: Office Not Required, Hansson cites a white paper from Big Blue that estimates telecommuting has saved the company more than $100 million in real estate costs.     Remote is packed with other compelling reasons for telecommuting's rise. Cutting out commutes is better for the ozone layer than having millions of people sitting in traffic jams, spewing carbon monoxide, for hours on end. It allows companies to source top talent from anywhere in the country or the world, without regard for how much face time they can put in at the office.     Working from home or on the road, at least some of the time, also tends to make people more productive. Hansson agrees with you that "the modern office has become an interruption factory, and interruptions are not free. There is a cost in productivity to constantly demanding people's attention immediately for little things that are not really urgent," he says. "People who can't concentrate for more than a few minutes at a time are almost certainly not doing their best work."     Hansson offers three suggestions for winning over your reluctant boss. First, the idea that you'd be able to get more work done, and do it better, without distractions (and without the wearying commute) makes a good starting point for the discussion. "Don't frame it as a request for a perk, as if this is a favor you're asking the company to do for you," Hansson says. "Instead, emphasize how much better it will be for the team and the company if you are able to work without interruptions. Having you at your most productive benefits the boss at least as much as it benefits you."     Second, "you'll need to address his concern about data security," Hansson notes. "But data is not necessarily secure just because people are working in an office together. Employees take laptops home, they carry company data in their personal smartphones, they go on business trips. If there are security gaps the company needs to address, that is a serious issue whether you are working at home or not." Before bringing up telecommuting with your boss again, ask your in-house techies for help in hack-proofing the devices you plan to use.

漢森提出的第三個建議是，爭取拉攏更多的同事加入這項事業(yè)。“僅僅一兩個人嘗試遠程辦公，是注定要失敗的，因為這一兩個人將與團隊嚴重分離，”他說。“一個更好的辦法是，讓團隊成員在某些時候全部遠程辦公，讓每個人都有機會體驗這種工作方式，這樣就不會有人成為那個總是占據(jù)公司會議線路的‘離群索居者’。”他補充說，在一些公司，團隊或部門開始實行“周三在家工作”制度，這樣每個人每周至少可以有一個不受干擾的工作日。     最難反駁的觀點是，“如果我看不見你，我怎么知道你在工作呢？”漢森說。“這反映出一種根深蒂固的恐懼感——老板害怕失去他對公司的掌控力。反駁這種觀點，需要你放慢腳步，從小處著手——‘我周二在家工作，您瞧瞧，我已經(jīng)出色地完成了這么多工作’——然后逐漸增加你遠程辦公的時間。”     漢森說，在他供職的芝加哥協(xié)同軟件制造商37signals公司，大部分員工都采用遠程辦公的工作方式。“我們的最大問題不是在家工作的員工故意磨洋工，而是他們過于操勞了。他們的心智進入了一種流暢狀態(tài)，一刻不停歇地忘我工作。有時候，為了防止他們最終精疲力竭，你還必須保護自己的員工，堅決要求他們休息一段時間。”當(dāng)然，除非親眼所見，你的老板或許不相信天底下還有這樣的事情。     期待你的反饋：你有沒有說服一位持懷疑態(tài)度的老板允許你遠程辦公？你是怎樣做的？請在本文下方留言。（財富中文網(wǎng)）     譯者：葉寒

And third, Hansson suggests enlisting more of your colleagues to the cause. "Trying out telecommuting with just one or two people is doomed to fail, because that one person, or two people, will become too isolated from the group," he says. "A better way is to have all the people on your team work remotely some of the time, so everyone gets a taste of it, and no one is the 'odd man out' who's always calling in on the conference line at meetings." At some companies, he adds, teams or departments start with "work-at-home Wednesdays," so everyone gets at least one distraction-free day per week.     The hardest argument to counter is, "If I can't see you, how do I know you're working?" Says Hansson, "It reflects a deep-seated fear of losing control. Fighting that requires that you go slowly and start small -- 'I worked from home on Tuesday and look at all the great stuff I got done' -- and then gradually increase the amount of time you telecommute."     Hansson says that at his company, Chicago-based collaboration software maker 37signals, where most of the staff works remotely, "the biggest problem we have had is not people goofing off while working at home, but people overworking. They get into a state of flow and just keep going. Sometimes, to keep them from eventually burning out, you have to protect employees from themselves and insist that they take some time off." But of course, your boss may have to see that to believe it.     Talkback: Have you ever convinced a skeptical boss to allow telecommuting? How did you do it? Leave a comment below.