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超本地化網(wǎng)站到底怎么辦

超本地化網(wǎng)站到底怎么辦

JP Mangalindan 2013-08-26
業(yè)內(nèi)很多人都看好超本地化網(wǎng)站的前景。然而,從Patch到EveryBlock,許多以社區(qū)為重心的網(wǎng)站要么陷入困境,要么徹底崩盤。它們到底出了什么問題? 超本地化網(wǎng)站到底應(yīng)該怎么辦才能成功?Nextdoor,Yelp以及Uber等公司的經(jīng)驗值得借鑒。
????許多所謂的超本地化網(wǎng)站都進(jìn)行過嘗試,但都以失敗告終。這個市場空間的挑戰(zhàn)性為什么這么大?攝影:Jaclyn LoRaso

????大家聽說過EveryBlock或Village Soup嗎?Backfence呢?每個以社區(qū)為重點的初創(chuàng)公司開張沒多久就關(guān)門大吉了。此外,許多所謂的超本地化網(wǎng)站也進(jìn)行過嘗試,但都以失敗告終。就連美國在線公司(AOL)旗下的Patch新聞網(wǎng)也碰到了難以逾越的障礙。它們的困境引出了一個問題:為什么超本地化生意這么難做?

????理論上不應(yīng)該這樣,至少在新聞層面上。地方小報紙的持續(xù)衰落似乎為Patch新聞網(wǎng)這樣的企業(yè)提供了一個巨大的機(jī)會——據(jù)說,許多當(dāng)?shù)鼐用袢匀幌MS時了解家門口正在發(fā)生的事情。然而,自美國在線公司CEO蒂姆?阿姆斯特朗于2009年以估計約700萬美元的價格收購Patch新聞網(wǎng)以來,后者一直難以實現(xiàn)盈利。2011年,Patch新聞網(wǎng)獲得2,000萬美元營收;一位前員工告訴《財富》雜志( Fortune),在Patch新聞網(wǎng)旗下的863家網(wǎng)站中,那時僅有12家實現(xiàn)了盈利。向前快進(jìn)兩年:阿姆斯特朗本月宣布,900家Patch新聞?wù)军c中將有400家關(guān)閉或合并,從而將導(dǎo)致500名員工失去工作。老天。

????某種程度上,Patch新聞網(wǎng)和此前其他超本地化嘗試的問題都與它們迅速擴(kuò)張的方式有關(guān)。“它們沒來得及完善產(chǎn)品就開始全方位出擊了?,F(xiàn)在回想起來,這不是一個理想的做法,”一位前美國在線公司高管去年對《財富》雜志說。說句公道話,如阿姆斯特朗所言,三分之一的Patch新聞?wù)军c已經(jīng)成功了,還有三分之一很可能將扭虧為盈。如果Patch新聞網(wǎng)不負(fù)阿姆斯特朗的承諾,到年底基本上實現(xiàn)盈利的話,它肯定將要經(jīng)歷一番激烈掙扎和重大戰(zhàn)略調(diào)整,比如邀請博客貢獻(xiàn)內(nèi)容,全面削減預(yù)算等等。

????事實上,更好的方式聽起來基礎(chǔ)得可笑,但非常重要:先做好核心產(chǎn)品,然后再謀求成長。Patch新聞網(wǎng)先發(fā)展,再解決問題,爾后處理急躁擴(kuò)張所造成的不良后果。此外,不同地域?qū)⒁圆煌绞绞褂靡豢町a(chǎn)品,在一個市場備受追捧的內(nèi)容往往不受另一市場青睞。新的超本地化初創(chuàng)公司應(yīng)該汲取Patch新聞網(wǎng)的前車之鑒。

????Nextdoor公司CEO尼拉夫?托利亞坦言:“一旦開始把編輯團(tuán)隊分散在數(shù)百個,乃至數(shù)千個不同的站點,怎么說呢,我實在想不出一個行之有效的例子?!蓖欣麃啔J佩Patch新聞網(wǎng)的努力,但對于如何推動公司成長這個問題,他有不同看法。Nextdoor公司于2011年10月推出之前,托利亞和他的團(tuán)隊先進(jìn)行了長達(dá)一年的試點,檢驗其以社區(qū)為中心的社交網(wǎng)絡(luò)創(chuàng)意,學(xué)習(xí)這些網(wǎng)絡(luò)的應(yīng)用之道,同時對功能作出相應(yīng)地調(diào)整。Nextdoor公司的首批測試平臺之一是門洛帕克市一個擁有150家住戶的社區(qū)——這家公司認(rèn)為,于所有社區(qū)而言,這個數(shù)字是一個最佳容量點。但更多的測試得出了相反的結(jié)論,每個社交網(wǎng)絡(luò)的家庭數(shù)量在500至3,000家之間。

????Ever heard of EveryBlock or Village Soup? What about Backfence? Each community-focused venture launched, then folded. Many more so-called hyperlocal sites have also tried and failed. Even AOL's Patch news sites have had trouble sticking. Their struggles beg the question: Why is hyperlocal so hard?

????It shouldn't be in theory, at least where news is concerned. The ongoing decline of small, local newspapers presents what seems like a significant opportunity for ventures like Patch. (Arguably, many local residents still want to stay informed on nearby goings-on.) And yet the company that AOL (AOL) CEO Tim Armstrong acquired for an estimated $7 million back in 2009 has since struggled to reach profitability. In 2011, Patch made $20 million in revenues; a former employee told Fortune that just 12 of the 863 Patch sites then were profitable. Fast-forward two years: Armstrong announced this month that 400 of Patch's 900 sites would either be shuttered or partnered off, resulting in 500 employees losing their jobs. Ouch.

????Part of Patch's problem, and other previous hyperlocal efforts, has to do with way it rapidly expanded. "They went all in before they perfected the product, and in retrospect, that wasn't ideal," a former AOL executive told Fortune last year. To be fair, Armstrong has said one-third of Patch sites are already successful, while the other third will likely turn a profit. If Patch becomes largely profitable by the end of year, which Armstrong has pledged, it will have done so amid serious struggles and major changes in strategy, from having bloggers contribute content to trimming budgets across the board.

????Indeed, the better approach sounds ridiculously basic but important: get the core product right first, then grow from there. Patch grew first, problem-solved later, then dealt with the fallout caused by its brash expansion. Also, different geographic areas will use a product differently, with popular content in one market being less read in another. New hyperlocal startups should be taking note of Patch's failures.

????"When you start to fragment editorial into hundreds if not thousands of different sites, well, I can't think of an example that's worked," admits Nirav Tolia, CEO of Nextdoor, who admires Patch's efforts but differs on how to grow a company. Prior to Nextdoor's launch in October 2011, Tolia and his team spent a year in a pilot phase, testing out their idea of neighborhood-focused social networks, learning how they were used, and tweaking features accordingly. One of Nextdoor's first testbeds was a Menlo Park neighborhood with 150 households, a number the company believed would be the average sweet spot for all neighborhoods. But more testing proved otherwise, with each network ranging between 500 and 3,000 homes.

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