Facebook廣告突破的幕后功臣（節選）

????2012年初，Facebook移動廣告收入幾乎為零。而到年底，移動廣告收入卻占到公司總廣告收入的23%。越來越多的用戶通過手機設備登陸Facebook，公司推出了一款堪與谷歌（Google）媲美的全新搜索功能，華爾街對它的關注也日益增加。Facebook的廣告策略不論是在內部還是外部均獲得了極大的關注。廣告能否在不損害用戶體驗的前提下繼續留在網頁上？Facebook（未來的）視頻廣告策略會是怎樣一種面貌？有多少移動廣告是意外點擊——即所謂“大拇指理論”的結果？Facebook有沒有兜售用戶信息？

????2月13日，在斯坦福大學商學研究生院（Stanford's Graduate School of Business）舉辦的關于未來媒體的大會上，《財富》雜志（Fortune）的亞當?拉辛斯基對Facebook商務及營銷合作副總裁大衛?費舍爾進行了采訪。以下是兩人對話內容以及觀眾提問（略有編輯）的文字記錄。

????亞當?拉辛斯基：上午好，大衛。大家上午好。

????大衛?費舍爾：上午好，亞當。

????亞當?拉辛斯基：首先，我想談談你之前的經歷。對比谷歌與Facebook，我發現一件非常有趣的事情——谷歌與Facebook都不是以廣告平臺起家。（兩家公司的創始人）當初可能根本沒有想過廣告。在你加入之前，這兩家公司都沒有任何收入或能產生收入的基礎設施，你到來之后卻說：“沒事，我們可以搭建一個平臺?！闭埥忉屢幌?，你是如何從一張白紙的狀態開始做起的？

????大衛?費舍爾：好，我來談談這兩件事。不過我認為，不論是在硅谷還是其他地方，許多公司明確商業模式的時候都會碰到這種情況。當初我在【斯坦福大學商學研究院（Stanford Graduate School of Business）】以及后來加盟谷歌時，有一件很有趣的事讓我很震撼。你知道的，說到開辦一家公司的時候，總是先從商業模式和貨幣化方案談起。而在谷歌，在Facebook，以及其他許多公司，最開始考慮的卻是消費者計劃——什么樣的產品會成為消費者認為是了不起的產品，然后才是貨幣化計劃。而且這并不是一個直線過程，中間會有許多曲折。

????現在看來，許多公司，包括我工作過的這兩家公司和其他許多公司，廣告都是一種效果良好的模式，其好處顯而易見。在谷歌和Facebook，我們就經常會被問到這個問題：“你們什么時候能實現收入多樣化？”而看看那些擁有成百上千廣告商的公司，它們的廣告業務遍布全球，來源非常多樣化。你會發現——從你所關注的利潤率或其他商業因素的角度來看——廣告實際上就是一種很好的行之有效的商業模式。所以，這就是我的出發點。其實，要將這些公司或其他公司貨幣化，可以有很多種途徑。只不過是我恰好喜歡廣告模式。

????At the beginning of 2012, Facebook's mobile ad revenues were literally non-existent. By the end of the year, they generated 23% of Facebook'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'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's (future) video ad strategy? How many mobile ads are clicked accidentally – as a result of the "big thumb theory"? Is Facebook selling user information?

????On Feb. 13, Fortune's Adam Lashinsky interviewed David Fischer, Facebook's vice president of business and marketing partnerships, at a conference on the future of media hosted by Stanford's Graduate School of Business. A lightly edited transcript of their conversation, as well as questions from the audience, follows.

????ADAM LASHINS KY: Good morning, David. Good morning, everybody.

????DAVID FISCHER: Good morning, Adam.

????ADAM LASHINSKY: I'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'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's build one." Explain how you started from really I think from a business perspective a blank sheet of paper.

????DAVID FISCHER: Yeah, I think -- I'll take these two cases, but I think it'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.

????Now, it turns out that the companies -- these two companies that I've been at and I'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're talking about companies that have hundreds and thousands of advertisers, that [are] around the world, that'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's a good business to be in. So that's sort of the starting point. So there's lots of ways you can think about monetizing those companies or other companies. I just happen to like the advertising model.