????幾乎從第一條140個(gè)字符的Tweet發(fā)布開始，人們就一直在問，Twitter如何掙錢？最初的答案是“廣告經(jīng)營”，但是，公司的首席執(zhí)行官狄克?科斯特洛今天表示，“貿(mào)易”或許是Twitter公司收入增長的下一個(gè)支柱。

????在科羅拉多州阿斯彭市舉行的《財(cái)富》科技頭腦風(fēng)暴大會(huì)（Fortune BrainstormTech）上的一個(gè)主題采訪中，媒體再次追問科斯特洛公司的商業(yè)模式。在談完公司的各種廣告經(jīng)營策略后——包括最終推出自助式廣告的計(jì)劃，他提到了各種會(huì)議組織者和運(yùn)動(dòng)團(tuán)體已經(jīng)開始使用Twitter為未售出的存貨尋找買家。比如，圣地亞哥電光隊(duì)（San Diego Chargers）就能通過這種方式很快賣掉一場比賽的約1,000張票，否則，這場比賽就會(huì)無法登陸當(dāng)?shù)仉娨暸_(tái)。Twitter公司目前并未從這種交易中獲得收益，但未來有望從中獲利。

????科斯特洛說：“只要我們?cè)敢?，就能利用眼前的貿(mào)易機(jī)會(huì)。目前，我們要做的是怎樣才能減少這一進(jìn)程中的阻力。”

????他拒絕明確闡釋Twitter公司打算如何減少這種阻力——甚至連相關(guān)計(jì)劃是否已經(jīng)就緒也只字不提——但是，他暗示道，如果電光隊(duì)的觀眾不用被迫訪問一個(gè)完全不同的網(wǎng)站買票的話，電光隊(duì)的門票銷售效率將大大提高。

????科斯特洛還表示，廣告經(jīng)營將繼續(xù)作為公司最主要的收入來源，包括贊助性的Tweet和贊助性的潮流話題。對(duì)于一再提出的有關(guān)廣告主目前在Twitter上的投入問題，他拒絕透露，至于公司其他方面的財(cái)務(wù)狀況，他也三緘其口。

????2009年年末，科斯特洛加盟Twitter公司擔(dān)任首席運(yùn)營官，13個(gè)月后，他升任首席執(zhí)行官。隨后，兩位聯(lián)合創(chuàng)始人先后離開，而第三位則回來領(lǐng)銜產(chǎn)品部門?？扑固芈逡脖粏柤肮芾韺拥倪@些動(dòng)蕩。近期的《財(cái)富》雜志（Fortune）封面報(bào)道曾部分報(bào)道過此事。而他表示，媒體對(duì)聯(lián)合創(chuàng)始人的這種關(guān)注并不恰當(dāng)，目前的管理團(tuán)隊(duì)已經(jīng)順利合作了數(shù)月之久。

????他說：“特別是杰克和我合作得非常愉快。他是產(chǎn)品的發(fā)明人，因此總能侃侃而談?！?/p>

????譯者：清遠(yuǎn)

????Almost from the moment the first 140 characters were tweeted, people have been asking Twitter how it will make money. The initial answer has been "advertising," but company CEO Dick Costolo today suggested that "commerce" might be the next leg of Twitter's revenue stool.

????During a keynote interview at Fortune BrainstormTech in Aspen, Costolo was pressed about his company's business model. After discussing its various advertising options -- including its plans to eventually offer self-serve ads -- he mentioned how conference organizers and sports teams had used Twitter to find buyers for unsold inventory. For example, the San Diego Chargers were able to quickly sell around 1,000 tickets to a game that otherwise would have been blacked out on local television. Twitter itself didn't make any money on those transactions, but may look to do so in the future.

????"There's a commerce opportunity there for us to take advantage of if we want," Costolo said. "How can we remove friction from the process?"

????He declined to explain exactly how Twitter might remove that friction -- or even that a plan was in place -- but did suggest that the Chargers could have sold their tickets even more efficiently were buyers not forced to visit an entirely different website to make their purchase.

????Costolo added that advertising will continue to be the company's dominant revenue component, including sponsored tweets and sponsored trending topics. He declined repeated opportunities to disclose how much advertisers currently spend on Twitter, or any other company financial information.

????Costolo joined Twitter as chief operating officer in late 2009, and was promoted to CEO 13 months later. Since then, two of the company's co-founders have departed and the third has returned to lead product. Costolo was asked about the management tumult, which was partially described in a recent Fortune cover story. He suggested that the focus on the co-founders has been misplaced, and that the current management team has been working together well for months.

????"Jack and I, specifically, work very well together," Costolo said. "He speaks with the fluency of the inventor of the product."