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?
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'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.
2月13日，在斯坦福大学商学研究生院（Stanford'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'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.
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'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.
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'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.
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's interesting is -- with respect to the two companies -- is in the DNA, they'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'd say, "Oh, there'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'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'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'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't miss that. Mark didn't miss that. And you came in at both company's stages and said -- you know, you executed that vision. And I'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'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'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