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2019年09月18日 22:09:52来源:搜索门户

Buried in the news that BuzzFeed raised million in new funding on Monday is the fact that the 550-person company has reorganized itself. BuzzFeed now consists of separate business units for its Web content, its content, its branded content, and its distributed content.BuzzFeed公司获得5000万美元新融资的消息本周一抢占了很多版面,但很多人可能未曾注意,这家550人的公司已于日前进行了重组。重组后的BuzzFeed由网页内容、视频内容、品牌内容和分散内容四个独立的业务部门组成。The most formidable of the group is BuzzFeed Motion Pictures, the new name (and with it, an expanded mission) of the company’s operations. BuzzFeed is known for its highly shareable lists and native advertising experiments, but the company’s two-year-old, Los Angeles-based operation has been quietly growing like a weed. In an interview with Fortune, BuzzFeed CEO Jonah Peretti said he believes the business could become as big or bigger than BuzzFeed.com. “Video is a huge, mega-trend, and the fact that it’s being viewed on mobile at such a high rate and being shared at a high rate aligns all these things together,” he said. “Digital, , mobile and social can all be the exact same thing: someone sharing a they love that they viewed on their mobile device.”四个部门中,最强大的是它的视频业务部门,它的新名字叫做BuzzFeed动画公司(BuzzFeed Motion Pictures)——你从中也可看出它的扩张野心。BuzzFeed是美国知名的新闻聚合网站,最为人所知的是它各种被广为分享的榜单和原生广告实验。它的视频业务部办公室位于洛杉矶,虽然只成立了两年时间,但却像野草一样在悄悄地疯狂生长。BuzzFeedCEO约拿o佩雷蒂在接受《财富》采访时表示,他认为BuzzFeed的视频业务有可能达到甚至超过BuzzFeed.com网站本身的规模。他指出:“视频业务很大,也是大势使然。它在移动设备上被播放和分享的频率很高,因此它将数码、视频、移动和社交融合在一起——某人在移动设备上看到了一个自己喜欢的视频,然后把它分享在社交网络上。”In the last two years, the company has produced between 1,800 and 1,900 short s with a total of 1.7 billion YouTube views. About 27% of its s have garnered more than 1 million views each. The business has slightly more than 100 employees and recently unveiled a new 20,000 square-foot studio space in Los Angeles.过去两年,该公司大约制作了1800到1900条视频短片,在YouTube上的总点击率超过了17亿次。其中有27%的视频短片都拥有100万以上的点击率。目前BuzzFeed的视频业务只有100多名员工,最近它刚在洛杉矶给一间20,000多平方英尺的新工作室揭了幕。Now, with the establishment of BuzzFeed Motion Pictures, the company will expand beyond its bite-sized, one- to three-minute s to make serialized content and longer-form features, including documentaries. The company says it will collaborate with traditional Hollywood studios, though it declined to discuss how specifics of any business partnerships.随着BuzzFeed动画公司的成立,该公司将不再满足于两三分钟的短片,而是开始摄制连续剧式的长篇作品,包括纪录片。该公司表示将与传统的好莱坞制片公司展开合作,不过它没有透露任何具体合作的细节。BuzzFeed Motion Pictures is run by Ze Frank, an early viral star who joined BuzzFeed in 2012. One month ago, Jonathan Perelman, the general manager of and vice president of agency strategy at BuzzFeed, moved to Los Angeles to ramp up the unit’s business operations, which includes a creative team making sponsored s for brands.BuzzFeed动画公司目前由扎o弗兰克负责管理。扎o弗兰克原本是一个网络红人,他于2012年加盟BuzzFeed。一个月前,BuzzFeed的视频总经理兼代理战略副总裁乔纳森o佩雷尔曼也搬到了洛杉矶协助BuzzFeed动画公司的业务运作。现在该公司还有一个专门为各大品牌拍摄赞助视频的创意团队。We spoke with Peretti, Frank, and Perelman about BuzzFeed’s big bet. Below are excerpts from interviews with each, edited and condensed for clarity.我们与BuzzFeed的高管佩雷蒂、弗兰克和佩雷尔曼等谈到了BuzzFeed在视频业务上的大赌注。以下是这次专访的简要文字摘录,为了阅读清晰起见作了编辑和压缩。Ze Frank, president, BuzzFeed Motion PicturesBuzzFeed动画公司总裁扎o弗兰克How will Buzzfeed Motion Pictures content be different from the content we’ve seen so far?BuzzFeed动画公司的内容与我们看过的其它视频内容有什么区别?The business we’ve built over the last two years is focused on short form, specifically the notion of experimenting and iterating. That continues to grow and we’re incredibly excited about the short form business because it’s opened up this bank of knowledge for us. It opened up a way for us to identify really interesting aspects of culture that seem to be important to media, like focusing on identities and the way that people seem to relate to a lot of the niche aspects of identity which we think are underserved.我们过去两年的业务主要围绕着视频短片,特别是带着试验和迭代的想法。它一直在持续增长,另外我们之所以对短片非常兴奋,还因为它为我们打开了一个知识的宝库。它为我们打开了一扇门,让我们能够发现文化的一些非常有意思的方面,这些方面似乎对媒体业也非常重要。比如对自我的关注,人们对自身一些得不到满足的方面似乎特别容易发生共鸣。The second piece is, when we start talking about serializing content and creating mid-range series for release on the Web broadly, it’s a great place to interface with the more traditional skill sets of Hollywood.其次是连续剧,以及在网络上播放的中等长度的电视剧。它也是一个与好莱坞传统拍摄技巧相结合的好地方。The third piece is [the working group] Future of Fiction, where we#39;re bringing in [producer] Michael Shamberg and [actor and comedian] Jordan Peele, and that#39;s an all-out collaboration with Hollywood as it is today. We’re trying to see whether, through that, we can inspire each other on how I.P. is generated, how we can make some incremental gains in reducing friction in the process. And to expose the traditional market to data-driven learning.第三是我们的Future of Fiction工作组,在那里我们引入了制片人迈克尔o沙姆伯克和喜剧演员乔丹o皮尔,可以说我们不遗余力地与好莱坞展开了合作。我们想知道通过这样做,我们能否在如何生成I.P.、如何通过减少擦来获得额外的收益等方面启发对方。同时也促使传统市场必须进行数据型学习。What’s the actual business arrangement with traditional Hollywood?与传统好莱坞制片公司达成了哪些具体的业务安排?I can’t speak to specifics, but it’s a pretty broad swath of potential types of arrangements. The goal is to build content and properties and to think of them in a trans-media way, where the place they live isn’t defined from the start.我不能说细节性的东西,但是有可能合作的范畴是很广的。我们目的是要构建内容和财产 ,并且用跨媒体的视角去思考它们,它们所在的领域一开始并没有明确的定义。The majority of your viewership comes from YouTube, correct?你们的观众主要来自YouTube,对吗?We are still in a position where YouTube is the majority, but that ratio has been declining over time. We’re at around 150 million-plus views a month on YouTube, but all-in across Yahoo, AOL, Facebook, and all those things, we’re at 250 million. A critical part of this growth has been understanding the relationship between content development and platform. What changes when you syndicate broadly and there’s different models and ways of thinking about content in different platforms? ;Buzzfeed, off Buzzfeed; [The company’s new distribution unit —Ed.] is going to take that to another level.目前我们的主要观众仍然来自YouTube,但是这个比重正在随着时间而下降。我们每个月在YouTube上大约有1500多万名观众,但是如果再加上雅虎、美国在线(AOL)、Facebook等等,我们的观众群就有2500万人。这种增长的一个关键部分,在于理解内容开发与平台的关系。如果你可以把内容分散得很广,有不同的模式和方法让可以你在不同的平台上推广视频呢,会有什么不一样吗?公司新的推广部门“BuzzFeed, off BuzzFeed”(意思是BuzzFeed制作的内容,但不在BuzzFeed上播放)将把这种思路带到另一个水平。Would you prefer to own the distribution rather than outsource it?你是喜欢自己拥有分销渠道还是外包?There are definitely advantages to owning distribution pipes, but I don’t tend to think of the advantages in the same way that I think traditional folks think about it. The idea is not a monopolistic intention. Those days are gone. But owned distribution means you can get a lot more data. Ideally it’s a blend where we’re looking at lots of audiences, but you also have a segment that’s owned.自己拥有分销渠道无疑是有好处的,但是我对这些优势的看法和传统人士的看法并不一样。我并不倾向于垄断渠道,那种日子已经过去了。但是拥有渠道意味着你可以获取更多数据。理想化的方式是混合式渠道,你既有大量观众,同时又有自己掌握的部分。What have you done that works best and what doesn’t work at all?你们的哪些工作做得最好,哪些根本没有效果?The biggest gamble that we took in setting up this studio was on the operational and managerial side. We architected teams within the short-form group that were generalists and faced with the expectation that they’d produce one to two s a week, if not more. The second thing was we took away the idea of pitch up and approval down, and tried to get people to think along experimental lines where the media is always focused on a problem they are trying to solve.我们在设立这间工作室时,最大的赌注是在运营和管理方面。我们从短片团队内部抽调人员成立了团队,他们都是多面手,而且我们希望他们每周至少可以制作一两部视频。其次,我们否定了那种把宣传调门定得很高、把标准定得很低的观念,并且试图让大家觉得媒体总是关注他们想要解决的问题。Those are two high-minded principles and that’s one of the most surprising things to me is the degree to which that worked. It has created a very autonomous, but earnest, team that has lots of different visions. It’s a form of letting go, organizationally, but what it’s taught me that I don’t think the complexities of the modern media landscape can really be understood by individuals. It has to mimic the complexity of the network itself. We need lots of different viewpoints thinking about this stuff at the top level.这是两个定得很高的理念,而且最让我感到惊讶的,是它起到的效果。它催生了一非常自主、热忱而且有很多不同愿景的团队。它是一种在组织上让大家放手去干的形式,同时它也教会我,现代媒体界的复杂性可能无法被每个个人所理解。它一定会复制网络本身的复杂性。我们需要在最高层面从不同的观点思考这些东西。That sounds like pure chaos.听起来好像只是很混乱。It’s surprisingly not. What I find fascinating is if I go out and walk around and see what people are doing, rarely do people tell me the individual they’re working on, but the bigger problem. They say, “I’m doing post-literate pieces, where I’m reducing the reliance on what language the is in, and can see the success by its international growth.” It’s a really difficult problem and these folks are doing six to 10 s and studying the result.令人吃惊的是,它并不混乱。有意思的是,如果我走出来看看大家在做什么,很少有人告诉我他们在制作哪一个单独的视频,而是会跟我说一些更大的问题。比如他们会说:“我在做后文字主义的视频,我在视频中减少了对某一种语言的依赖,而且通过它在国际上的增长看到了它的成功。”这是一个非常困难的问题,而他们会做6到10个视频,然后研究其效果。What are some other problems?其它一些问题是什么?How the delivery mechanism changes some of the ways you might think about the presentation of the content. Things like autoplay inside Facebook. That’s not trivial. That’s a pretty massive adjustment. There’s moment of no-sound presentation of what you’ve made and you have to take that seriously. That has implications of how you set things up and the ordering of the content. Another one is that mobile generally has an interesting relationship to sound. There are a lot of people thinking about how you can do things that are non-sound reliant, but where adding the sound adds some value.内容的交付机制如何在某种程度上改变内容的展示方式。比如Facebook的自动播放,这并不是小事,而是一次非常重大的调整。曾几何时,你制作的内容甚至是没有声音的,因此你必须重视它。内容如何构建以及内容的顺序都会产生影响。另一个问题是移动设备与声音有着很有趣的关系。有很多人关心如何做不依赖声音的内容,但是加上声音就等于加上了一些价值。People will notice something in the audience reaction or a spike the data and then they follow it up and try to make sense of what’s happening. Travel s around travel in your 20’s are resonating huge in Gen-Y, so there’s now a format class called “Gen-Y Aspirationalism, Subclass: Wanderlust,” and so people are focusing on trying to figure out why that is.他们会注意观众的一些反应以及数据的异常,然后他们会跟进并试图理解究竟发生了什么事。旅行视频一般会在“80后”一代中引起巨大的反响,所以现在又有一类视频叫做“80后的渴望”,下面还有一个小类别叫“旅行热”。所以我们想知道为什么会有这种情况。Jonah mentioned you both shared a philosophical approach to why things go viral.约拿提到,你们俩曾经分享过为什么视频会走红的一个哲学方法。I came out where in 2007 in the middle of producing this year-long blog, and I was shopped around. The way that I worked, and increasingly, the people that are coming to Hollywood to work, is fast-paced, it’s iterative, the production is the same day as the distribution, and they’re interacting with audiences and getting data in real time. It was obvious that I had to sacrifice that way of working in order to do anything in this town. In a way, what I’ve built is the studio I wish existed at that time.我是在2007年做视频客时走红的,当时也有人买我的作品。我工作的方式,以及越来越多进入好莱坞的人工作的方式,都是快节奏的,是重复的,内容的制作和销售在同一天。而且他们也与观众进行实时互动并获取数据。显然不论我想在这座城市做任何事,都得牺牲掉那种工作方式。在某种程度上,我所建立的正是我当时就想拥有的一座工作室。Jonathan Perelman, GM of , VP of agency strategy, BuzzFeedBuzzFeed公司视频总经理、代理战略副总裁乔纳森o佩雷尔曼Can we expect will overtake rest of the BuzzFeed’s business in terms of revenue?在收入上,视频业务是否会超过BuzzFeed的其余业务?I’m working hard to make that happen. We are still much earlier in the process than what [the website] BuzzFeed has. I’m really inspired by the growth we’re seeing on the branded front. I hope we can be just as big.我正在努力实现这个目标。和BuzzFeed网站本身相比,视频业务还处在比较早期的阶段。但品牌视频业务的成长对我启发很深,我希望它们可以增长得一样大。Can you share some of those growth numbers?你能透露一些增长数据吗?I’ve seen a 100% increase over the last year of brands doing multiple s with us. Ever since the NewFronts this spring, we’ve seen over 50% growth in interest and pitches coming in. We released 55% more branded s in the months following April than in the months from January to April. The revenue has growth 400% in the past eight months.去年与我们合作多部视频的品牌数量增长了100%。自从今年春天推出NewFronts以来,外界对我们的兴趣和宣传提高了50%。今年四月以后我们推出的品牌赞助视频要比一至四月多出55%。在过去8个月里,公司的营收入已经增长了400%。What chunk of the s that BuzzFeed makes are branded?BuzzFeed制作的多少视频是品牌赞助的?Probably around 5%. We’re investing more in this now with the new funding. We have 14 producers and that will more than double in the next few months.大约有5%左右。新融资到手后,我们马上将向这方面投入更多资金。我们现在有14名制片人,这个数字在未来几个月里就会翻一番。How does your team work with the rest of the BuzzFeed team?你的团队如何与BuzzFeed视频团队的其他人合作?We’ll get an inbound lead from a brand, and it’s our job to come back to them with ideas as to how to tell the story in a unique, interesting way. Once they agree, it’s a process where my team and the creative folks work with the brand and agency to refine the idea. The best work happens with that collaboration. It’s not simply a BuzzFeed thing where we have all the answers, or the brand saying “This is how you have to do it.” We understand our audience and shareable, creative and the brand understands the brand and brand message, and when you combine those two together is really great shareable content.首先我们会从一个品牌那里带来一个拍片机会,然后我们要回到客户那里,告诉他们怎样把故事以独特、有趣的方式拍出来。一旦客户同意了,我的团队和负责创意视频的同事们就会与那个品牌或代理人合作,对创意进行精益求精。这种协作是最有效果的。因为这并不是BuzzFeed单方面的事,不是说我们有所有问题的,品牌方面也不会说“你们必须按照我说的这样做。”我们了解观众,了解观众喜欢分享哪种创意视频;而客户则了解他们的品牌和品牌信息。将二者合而为一,就会产生非常好的分享内容。Have any of them used your content for a TV spot?他们中是否有人把你们拍摄的内容用于电视宣传?We are working on several now with the thought process of that. We’re producing mainly 90-second to three-minute spots. To turn into a 30-second spot is tough but it’s a request from some clients.我们目前正在接触的客户中,就有几家有这样的想法。我们主要拍摄的是90秒到3分钟不等的短片。把片子压缩到30秒以内是很难的,但的确有些客户是这样要求的。 /201408/323640。

  • At the beginning of 2012, Facebook#39;s mobile ad revenues were literally non-existent. By the end of the year, they generated 23% of Facebook#39;s total advertising revenue. With more users logging onto Facebook from mobile devices than ever before, a new search feature that competes with Google, and increased scrutiny from Wall Street, Facebook#39;s ad strategy has received considerable attention both inside and outside the company. Can ads exist on the site without harming user experience· What about Facebook#39;s (future) ad strategy? How many mobile ads are clicked accidentally – as a result of the ;big thumb theory;? Is Facebook selling user information?2012年初,Facebook移动广告收入几乎为零。而到年底,移动广告收入却占到公司总广告收入的23%。越来越多的用户通过手机设备登陆Facebook,公司推出了一款堪与谷歌(Google)媲美的全新搜索功能,华尔街对它的关注也日益增加。Facebook的广告策略不论是在内部还是外部均获得了极大的关注。广告能否在不损害用户体验的前提下继续留在网页上?Facebook(未来的)视频广告策略会是怎样一种面貌?有多少移动广告是意外点击——即所谓“大拇指理论”的结果?Facebook有没有兜售用户信息?On Feb. 13, Fortune#39;s Adam Lashinsky interviewed David Fischer, Facebook#39;s vice president of business and marketing partnerships, at a conference on the future of media hosted by Stanford#39;s Graduate School of Business. A lightly edited transcript of their conversation, as well as questions from the audience, follows.2月13日,在斯坦福大学商学研究生院(Stanford#39;s Graduate School of Business)举办的关于未来媒体的大会上,《财富》杂志(Fortune)的亚当·拉辛斯基对Facebook商务及营销合作副总裁大卫·费舍尔进行了采访。以下是两人对话内容以及观众提问(略有编辑)的文字记录。ADAM LASHINS KY: Good morning, David. Good morning, everybody.亚当·拉辛斯基:上午好,大卫。大家上午好。DAVID FISCHER: Good morning, Adam.大卫·费舍尔:上午好,亚当。ADAM LASHINSKY: I#39;m going to start with some history. An interesting comparison between Google and Facebook is that -- Google and Facebook did not start as advertising platforms. [The founders] didn#39;t have that in mind at all, presumably. And you came into both companies at a time when there was no revenue or no infrastructure for revenue, and said, ;All right. Let#39;s build one.; Explain how you started from really I think from a business perspective a blank sheet of paper.亚当·拉辛斯基:首先,我想谈谈你之前的经历。对比谷歌与Facebook,我发现一件非常有趣的事情——谷歌与Facebook都不是以广告平台起家。(两家公司的创始人)当初可能根本没有想过广告。在你加入之前,这两家公司都没有任何收入或能产生收入的基础设施,你到来之后却说:“没事,我们可以搭建一个平台。”请解释一下,你是如何从一张白纸的状态开始做起的?DAVID FISCHER: Yeah, I think -- I#39;ll take these two cases, but I think it#39;s true for a lot of companies, successful companies in the Valley and beyond, about defining a business model and where that comes in the process of it. One of the things that was interesting when I was at the [Stanford Graduate School of Business] and then went to Google that struck me is, you know, when you talked about building a company there it always started with the business plan and monetization plan. And for Google, for Facebook, for lots of companies, it started with a consumer plan and what was going to be a great product for consumers, and monetization came later and not in a straight line. It was not linear, it was sort of bumpy to get there and figure it out.大卫·费舍尔:好,我来谈谈这两件事。不过我认为,不论是在硅谷还是其他地方,许多公司明确商业模式的时候都会碰到这种情况。当初我在【斯坦福大学商学研究院(Stanford Graduate School of Business)】以及后来加盟谷歌时,有一件很有趣的事让我很震撼。你知道的,说到开办一家公司的时候,总是先从商业模式和货币化方案谈起。而在谷歌,在Facebook,以及其他许多公司,最开始考虑的却是消费者计划——什么样的产品会成为消费者认为是了不起的产品,然后才是货币化计划。而且这并不是一个直线过程,中间会有许多曲折。Now, it turns out that the companies -- these two companies that I#39;ve been at and I#39;d say for a lot of companies, advertising is a phenomenally good, efficient model that works really well. When I was at Google we got this question a lot, and at Facebook we get this question is ;When are you going to diversify in your revenues?; But when you#39;re talking about companies that have hundreds and thousands of advertisers, that [are] around the world, that#39;s a fairly diversified stream, and it actually is quite efficient to -- you know, as margins or other things you care about on the business side goes -- it#39;s a good business to be in. So that#39;s sort of the starting point. So there#39;s lots of ways you can think about monetizing those companies or other companies. I just happen to like the advertising model.现在看来,许多公司,包括我工作过的这两家公司和其他许多公司,广告都是一种效果良好的模式,其好处显而易见。在谷歌和Facebook,我们就经常会被问到这个问题:“你们什么时候能实现收入多样化?”而看看那些拥有成百上千广告商的公司,它们的广告业务遍布全球,来源非常多样化。你会发现——从你所关注的利润率或其他商业因素的角度来看——广告实际上就是一种很好的行之有效的商业模式。所以,这就是我的出发点。其实,要将这些公司或其他公司货币化,可以有很多种途径。只不过是我恰好喜欢广告模式。Now, how you actually build it, I think what#39;s interesting is -- with respect to the two companies -- is in the DNA, they#39;re similar in so many ways compared to most large successful companies, and if you compared, you know, took any set of ten companies in history in this country and the world you#39;d say, ;Oh, there#39;s a lot of similarities there.; But Google at its core was a company built on the what: information and discovering information. And Facebook is a company built on the who: on people. And so that advertising model works effectively in both cases, but it starts from a different place, the company starts from a different place, and we can maybe talk a little bit more about that. In terms of how you actually build it, the key to any of these things, as I#39;m sort of a business guy, and you need an effective product. And so it starts with a lot of partnership figuring out building something that will -- how do you show the right ad to the right person at the right time and create a sense of value. That doesn#39;t happen day one. In both cases you need to kind of go in fits and starts, but I think the idea is that it adds real value when you have people engaged and spending time and, you know, in a place like Facebook spending more time than anywhere else in the web, and you#39;ll have the opportunity to show them some useful commercial material, you create value in that.再就是关于如何建立广告模式的问题。我认为,有意思的地方在于这两家公司的DNA。与其他最大、最成功的公司相比,这两家公司有许多类似之处。如果进行对比,比如从美国和世界历史上挑选任何十家公司,你会发现:“哇,它们有很多相似之处。”而谷歌在本质上是以“什么”为核心:信息和发现信息。而Facebook则是以人为核心。所以,虽然广告模式在两家公司都非常奏效,但出发点却不同,因为公司的出发点本身就存在差异。我们可以多谈谈这个问题。关于具体如何建立广告模式,作为一名商人,我认为关键在于,你必须有一款实实在在的产品。所以,首先是寻找合作伙伴,确定如何在正确的时间向正确的人显示正确的广告,创造一种价值感。这不是一日之功。两家公司都是在时断时续地前进。我认为,关键在于,当你让人们参与其中,投入时间时,比如在Facebook上消磨的时间比在其他网站花费的时间更多,这时你便有机会向人们展示有用的商业素材。于是便能创造价值,进而真正增加公司的价值。ADAM LASHINSKY: From a historical perspective, what I find so interesting is that I personally did not understand that Google was a publisher or later that Facebook was a publisher. I missed that. I think a lot of people missed it. But you, Larry and Sergey didn#39;t miss that. Mark didn#39;t miss that. And you came in at both company#39;s stages and said -- you know, you executed that vision. And I#39;m using publisher in a very loose term. I wonder if you even agree.亚当·拉辛斯基:从历史的角度来看,我发现非常有趣的一点是,我过去没能理解,不论是谷歌,还是后来的Facebook,它们其实都是出版商。不仅我本人忽视了这一点,我想很多人都忽视了。而你,拉里和谢尔盖却没有。马克也明白其中的道理。而你效力于这两家公司的时候,都实现了它们的愿景。当然,我所讲的出版商,是一种非常宽泛的说法。我不知道,你是否同意。DAVID FISCHER: Yes. It took me a while. Like I got my career started as reporter, so I also did not jump to the word ;publisher; as quickly as you did, probably because we think about a publisher as something slightly different. But as a creator of content in a world in which if you think about it that way, it certainly -- I think the publisher piece works. And in some ways in Facebook, I think it#39;s much more apt as a descriptor, because everyone, the whole notion of what makes Facebook work is you creating, everyone is a content creator, everyone is a publisher. That dynamic is, if you want to talk about what sets the companies apart, that#39;s a critical piece in terms of what distinguishes them.大卫·费舍尔:是的。我也是花了很长时间才搞明白。我的职业生涯是从做记者开始的,所以别说你,我也没有那么快便理解“出版商”的意义所在。这或许是因为我们对出版商的看法有点不一样。不过,按你的理解,对于一名内容生产者,我认为,出版商的提法也说得过去。在Facebook,从许多方面来看,用“描述者”来形容它可能更为贴切,因为真正让Facebook成功的,是你们的创造力,每一个人都是内容制作者,每一个人都是出版商。要说是什么将一个公司与其他公司区别开来,这种动力就是非常关键的一个因素。译者:刘进龙/汪皓 /201303/229097。
  • This is how quickly fortunes change in the smartphone industry. In 2006, Nokia (NOK) still controlled more than half of the share of the smartphone market. The iPhone wouldn#39;t appear until the summer of 2007. And no one was making Android phones. Android Inc., bought by Google (GOOG) in 2005, wouldn#39;t emerge as a player until HTC released the Dreamsmartphone in the fall of 2008.在智能手机行业,运气来得快去得也快。就在2006年的时候,诺基亚(Nokia)还控制着智能手机市场的大半壁江山。iPhone直到2007年夏天才出现。当时安卓(Android)手机甚至还没有面世。安卓公司于2005年被谷歌(Goolge)收购,但是直到宏达电(HTC)在2008年秋天推出Dream智能手机,安卓才作为一个竞争者进入了市场。Android, of course, would go on to dominate the global smartphone market, powering 70% of smartphones shipped in the last quarter of 2012. Five years ago, Android was an open-source mobile OS offered to device manufacturers that wanted to take on Nokia, Apple (AAPL), and BlackBerry (BBRY). It was the OS supporting the Open Handset Alliance, whose members included manufacturers like HTC, Samsung, and Motorola.去年第四季度,全球智能手机出货量中70%安装的都是安卓系统,因此安卓毫无疑问还会继续主宰全球智能手机市场。五年前,安卓作为一个开源移动操作系统平台,被提供给那些想与诺基亚、苹果(Apple)和黑莓(Blackberry)分一杯羹的手机厂商。它也是开放手机联盟的代表系统,而这个开放手机联盟的成员则包括HTC、三星(Samsung)和托罗拉(Motorola)等大牌厂商。Early on, HTC emerged as the company most likely to succeed as the big maker of Android phones. Not only because of the Dream -- the inaugural Android smartphone -- but also theNexus One, Google#39;s first attempt to design its own smartphone. Android may have been an open OS, but it needed a leader. Early on, HTC looked to be that leader. Instead, it#39;s Samsung that is ruling the Android empire in 2013.起初,HTC似乎是最有可能获得巨大成功的安卓厂商。这不仅仅是因为它的Dream手机开创了安卓时代的先河,同时也因为谷歌的第一个“亲儿子”Nexus 1就是HTC代工的。虽然安卓是个开源平台,但是它也需要一个领头羊。在早期的安卓时代,HTC貌似就是那只领头羊。到了2013年,三星则成了安卓王国的霸主。And what of HTC? By recent numbers, it#39;s ailing. According to comScore, its share of U.S. smartphone subscribers fell 1.3 percentage points to 9.3% in the three months through February, a bigger decline than Motorola (now owned by Google). Samsung saw its share grow by 1 percentage point and Apple by 4 points. Measured by global smartphone shipments, according to Barclays Research, HTC may drop to No. 10 this year.HTC怎么了?从最近的数据看,它显然存在一些问题。根据康姆斯科公司(comScore)的数据,去年12月及今年1、2月份,HTC在美国智能手机用户中的占有率降低了1.3个百分点,降至9.3%,跌幅甚至超过了被谷歌收购的托罗拉。同一时期,三星的占有率上升了1%,苹果的占有率上升了4%。根据巴克莱研究公司(Barclays Research)的数据,HTC今年的全球手机出货量可能会跌至第十位。Last week, HTC pre-announced its first-quarter earnings, and the news wasn#39;t good. Net income declined 98% to NT million (.8 million), well below analyst estimates of NT0 million. Revenue fell 37% to NT.8 million. The quarter marked the sixth straight decline in profit for the Taiwan-based company.上周,HTC提前宣布了今年第一季度的收益,成绩并不喜人。第一季度HTC的净收入为8500万新台币(合280万美元),下降了98%,远远低于分析师预测的6亿新台币。其第一季度营收为4280万新台币,下跌了37%。这已经是HTC连续第六个季度收益持续下跌了。For some, the disappointing news was another sign that HTC#39;s ship is sinking. Most of the disappointing profit centered around the delayed release of the HTC One phone, an Android phone with an attractive display screen that had been winning largely positive reviews. A shortage of cameras reportedly forced the delay of the new phones. Smartphone makers don#39;t just have to compete for consumers, they also often compete for components.另一个让人沮丧的信号是HTC的出货量也在下降。首先,利润下降的主要原因是HTC One手机的推迟出货。HTC One搭载了一块十分吸引人的显示屏,近来受到了不少好评。据说摄相头供应不足是导致出货推迟的主要原因。智能手机厂家们不仅要为争抢消费者而竞争,还得为了抢零部件而竞争。The HTC One was supposed to release in March, several weeks ahead of Samsung#39;s new smartphone -- the Galaxy S4, which had also won strong early reviews and received a fair amount of attention now that Samsung has emerged as a rival to Apple. Having a head start of a month could help HTC steal thunder and show that it was making a big step forward with its smartphones. Instead, the HTC One was delayed until April, with shipment expected to begin this week.HTC One本来定在今年三月份发布,比三星的最新型号Galaxy S4还早了几周。随着三星成为苹果日益强大的竞争对手,其新发布的Galaxy S4手机也获得了不少好评和关注。如果能提前一个月发布HTC One手机,将有助于HTC抢占市场先机,并明自己在智能手机研发上走在了行业前列。可惜HTC One的发布被延期到4月,而且预计本周才会发货开卖。HTC#39;s stock closed down 2.2% on the day it announced those numbers. But it ended up rallying 8.5% over the next four days, closing the week at NT1.50. That rally appeared to be sparked by the positive reception of Facebook Home, Facebook#39;s (FB) effort to coopt Android#39;s OS to create a front-end interface designed around its own social network. Another HTC phone, the First, was presented as the first Facebook Home phone, although Home will be dowloadable to other Android phones.HTC宣布第一季度收的当日,其股价以下跌2.2个百分点收盘,不过在接下来的四天里又逆势上扬8.5%,本周收于261.50元新台币。这次股价上扬可能是由于Facebook与HTC合作的Facebook Home系统受到了好评的缘故。而HTC First手机则成为第一款持Facebook Home的手机。不过以后Facebook Home将也可以下载到其它手机上。Still, the decline in its market share has brought HTC#39;s stock down significantly from its levels in recent years, trading 80% below the high point of NT,300 in April 2011. The One is intended to turn that around, with its impressive display, a casing designed to rival that of the iPhone, and an image processor chip that HTC made in-house.尽管如此,由于HTC手机的市场份额不断下降,该公司的股价近年来也明显下跌,从2011年4月顶峰时的1300元新台币下跌了80%。HTC希望凭借HTC One手机扭转颓势,因此给HTC One配备了一块性能超强的显示屏、一个意在与iPhone竞争的铝合金机身、以及HTC自家生产的图形处理芯片。Wall Street analysts remain divided on HTC#39;s outlook, but most feel the One would have a bigger impact on its fate than the First. J.P. Morgan, which described the One as HTC#39;s ;last chance for a turnaround,; said in a report last week that ;early signs of order rates are very strong; and could deliver 50% growth in revenue this quarter over the previous quarter. Others, like Goldman Sachs, were concerned that the supply-chain issues that delayed the One could continue to be a factor.华尔街的分析师们对HTC的展望持分歧态度,不过大多数分析师都认为,HTC One对该公司的影响将大于HTC First。根大通公司(J. P. Morgan)在上周的一份报告中称HTC One是HTC公司“翻身的最后一次机会”,还称“从早期迹象看,它的订购率很强势”,并表示本季度HTC的营收可能会比上季度增长50%。高盛等公司则认为,造成HTC One出货延迟的供应链问题仍是一个不稳定因素。HTC#39;s One is the company#39;s best chance to win back market share. The company#39;s new marketing chief recently promised a louder voice and bolder approach in reaching out to consumers in a market flooded with Android phones. Last week, to promote the HTC One, the company launched an ad campaign mocking reality TV shows on sites like Funny or Die.HTC One是宏达电赢回市场份额的最好机会。HTC的新任市场总监最近表示,在这个安卓手机多如牛毛的市场中,HTC将更大声、更大胆地迎合消费者。上周为了推广HTC One,HTC公司还在Funny or Die等网站上发布了一个恶搞电视真人秀的广告。In the smartphone market, consumer tastes are just fickle enough to make HTC a winner again. For now, the Android manufacturer that once seemed most likely to succeed is just fighting to stay in the game.在智能手机市场上,消费者的口味是非常善变的,这完全有可能使HTC再次成为赢家。不过目前,这家一度曾是最有希望成功的安卓手机厂商还得先为生存而战。 /201304/235831。
  • Every year, Europeans discard tons of milk deemed unsafe for human consumption. Now, a German company is turning the spilled milk into high-end fashion, CNN reported.据美国有线电视新闻网报道,欧洲人每年都会倒掉大量不适合人们饮用的过期牛奶。如今,德国一家公司将这些过期牛奶变成了高档时装。Anke Domaske, a biochemist turned fashion designer, is the inventor of QMilch - a fabric made entirely of milk.安可#8226;多玛斯科原来是一名生物化学家,现在转行做了时装设计师,开创了QMilch装品牌——该装面料完全是用牛奶制成的。The fabric is created from milk which is allowed to ferment before it is turned into a powder. It is then heated and mixed with other natural ingredients and turned into yarn.牛奶面料的制作流程是:先从奶粉中提取出干酪素,然后进行加热处理,再混入其他一些自然配料,制成纺纱。QMilch has a similar feel to silk, and is marketed as a luxury fiber.QMilch有丝绸般的质感,但是市场售价非常昂贵。 /201207/189688。
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