Web 2.0策划指南(英文影印版)
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本书是讲述战略的。
书中的示例关注的是Web 2.0的效率，而不聚焦于技术。
你将了解到这样一个事实：创建Web 2.0业务或将Web 2.0战略整合到业务中，意味着创建一个吸引人们前来访问的在线站点，让人们愿意到这里来共享他们的思想、见闻和行动。
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web 2.0已成为新闻焦点，但它是如何赚钱的？作为一个简明指南，本书解释了web2.0的特异之处，以及这些特异之处如何帮助公司赢利。无论你是一位正在谋划下一步行动的执行官，还是正在寻找扩张途径的企业主，或是正在规划下一个创新业务的企业家，都需要本书,它通过真实生活中的示例展示了各种规模的公司如何在当今的网络上创造新机遇。.
本书是讲述战略的。书中的示例关注的是web 2.0的效率，而不聚焦于技术。你将了解到这样一个事实：创建web 2.0业务或将web 2.0战略整合到业务中，意味着创建一个吸引人们前来访问的在线站点，让人们愿意到这里来共享他们的思想、见闻和行动。当人们通过web走到一起时，可能得到总体远远大于各部分和的结果。随着传统的“口碑传诵”助推站点高速成长，客户本身就能够帮助建立站点。
本书通过以下示例证明了这种新范例的力量：..
google是如何利用基于免费搜索的模型来赚钱的，以及它如何改变了web的业务运营规则，从而为人们打开机遇之门，让人们可以对其加以充分利用。
作为一家经典的用户驱动的公司，flickr如何通过帮助用户创造价值而实现自身的价值创造。
社会网络效应是如何为企业提供支持的，想知道facebook是如何迅速发展的吗？像amazon这样的公司是如何把web作为间接收入的一个来源，如何利用创造性的新方法将他们在web中的投资转化为经济效益。
本书作者amy shuen是硅谷业务模型和创新经济的权威，她在本书中解释了如何将web 2.0与当前业务进行整合来实现业务转型。如果你正在实施业务战略并想知道web如何改变了业务，那么本书正是为你而写的。...
本书是讲述战略的。书中的示例关注的是web 2.0的效率，而不聚焦于技术。你将了解到这样一个事实：创建web 2.0业务或将web 2.0战略整合到业务中，意味着创建一个吸引人们前来访问的在线站点，让人们愿意到这里来共享他们的思想、见闻和行动。当人们通过web走到一起时，可能得到总体远远大于各部分和的结果。随着传统的“口碑传诵”助推站点高速成长，客户本身就能够帮助建立站点。
本书通过以下示例证明了这种新范例的力量：..
google是如何利用基于免费搜索的模型来赚钱的，以及它如何改变了web的业务运营规则，从而为人们打开机遇之门，让人们可以对其加以充分利用。
作为一家经典的用户驱动的公司，flickr如何通过帮助用户创造价值而实现自身的价值创造。
社会网络效应是如何为企业提供支持的，想知道facebook是如何迅速发展的吗？像amazon这样的公司是如何把web作为间接收入的一个来源，如何利用创造性的新方法将他们在web中的投资转化为经济效益。
本书作者amy shuen是硅谷业务模型和创新经济的权威，她在本书中解释了如何将web 2.0与当前业务进行整合来实现业务转型。如果你正在实施业务战略并想知道web如何改变了业务，那么本书正是为你而写的。...
作译者回到顶部↑
本书提供作译者介绍
Amy Shuen是一位国际公认的硅谷商业模式和创新经济方面的专家，曾多次在行业会议和风险投资活动中演讲，并在战略研究方面屡获殊荣。她曾执教于美国宾夕法尼亚大学的沃顿商学院、加州大学伯克利分校的哈斯商学院、圣荷西州立大学、中欧国际工商学院(CEIBS)、法国国立路桥大学、巴黎高科等多所院校，以教授MBA学员、专业技术人员和高级管理人员高科技创业、战略和风险融资方面的知识。...
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.. << 查看详细
目录回到顶部↑
foreword .
preface
chapter 1 users create value
flickr and collective user value
six ways flickr created user value through interaction
why sharing can be profitable
flickr's cost drivers
calculating company value
looking back: netflix's different challenges
lessons learned
questions to ask
chapter 2 networks multiply effects
web-enabled online network effects
n-sided markets
google's combination of network effects
the ups and downs of positive feedback
lessons learned
questions to ask
chapter 3 people build connections
social roles: online and offline
preface
chapter 1 users create value
flickr and collective user value
six ways flickr created user value through interaction
why sharing can be profitable
flickr's cost drivers
calculating company value
looking back: netflix's different challenges
lessons learned
questions to ask
chapter 2 networks multiply effects
web-enabled online network effects
n-sided markets
google's combination of network effects
the ups and downs of positive feedback
lessons learned
questions to ask
chapter 3 people build connections
social roles: online and offline
前言回到顶部↑
YOU ARE ALREADY AN INTEGRAL PART Of the WEB 2.0 BUSINESS ECONOMY. Every time you click on Google, Wikipedia, eBay, or Amazon, you are sparking "network effects." If you use a Flickr-enabled cell phone or tune in to iTunes podcasts or check Yahoo!Finance for stock quotes, you are creating monetizable value for businesses---even if you don't actually buy anything.
Web 2.0 realizes and goes far beyond what Web 1.0 started. It opens tremendous opportunities as business models catch up to the technological possibilities. So many people are connected to and contribute to the Internet now that economies of scale not only lower costs, they create value.
Companies are developing business models that involve creating appealing destinations on the Web where people with shared interests can form communities. When people come together over the Web, their efforts are multiplied rather than simply added together.
Yet whether you are a seasoned business professional or a digital native, the stories about exactly how the new Web 2.0 business models work and make money may seem quite fuzzy, or even downright counterintuitive. The questions are clear:
·How is Web 2.0 different from the Web 1.0 dot-com boom and bust?
·How does Google offer "the world's knowledge" to searchers for free and still make more than $10 billion in revenue,grow 68%, and have a stock market valuation of close to $200 billion?
·What could possibly make Flickr--a two-year-old photo-sharing startup--worth $40 million to Yahoo!, a video-sharing YouTube worth $1.6 billion to Google, a social networking site called Facebook worth the equivalent of $15 billion to Microsoft?
·Is Web 2.0 about corporate blogging, wikis, and podcasting,or something else entirely?
To answer these questions, you'll need some analytical tools--not just buzzwords and hype--to understand how successful Web 2.0 companies do what they do, and the economic mechanisms at work. As you walk through the real-life business stories in this book, you'll see how customers can provide value as well as cash.There are lots of ways companies can make money from that value, not just by selling goods and services directly to users.These are network effects, and you'll see them in action in almost every case.
A growing number of CEOs and executives from more traditional industries are becoming champions of Web 2.0, with hard num-bers to back up their enthusiasm. Yes, Web 2.0 matters for For-tune 100s, big businesses, enterprises, multinationals, and even countries. Don Tapscott, coauthor of the Enterprise 2.0 book,Wikinomics (Portfolio Hardcover), states, "It's the biggest change in the organization of the corporation in a century .... "In short,Web 2.0 is powering up the knowledge and network economy,starting with users, consumers, and digital natives, and acceler-ating as it transforms knowledge workers and businesses globally:
·Cisco chairman and CEO John Chambers is betting his com-pany on collaboration and Web 2.0--"The next wave will be about collaboration and Web 2.0...this will drive productivity for the next decade...if you don't understand the power of this collaboration, you'll get left behind as a company, as a country."2
·A.G. Lafiey, CEO of Procter 8c Gamble, made his consumer product company a Web 2.0 innovation success story by rais-ing new product development success to an astounding 80%,compared to the industry average of 30%. Now more than 35% of the ideas come from outside--via collaborative web sites, such as InnoCentive, providing access to millions of con-tributors, not just the 9,000-person research and develop-ment staff.3
·"Enterprises have been ringing our phones off the hook to ask us about Web 2.0," according to Rod Smith, IBM's vice presi-dent for emerging Internet technologies.4 IBM has a massive installed base and global Linux and open systems develop-ment ecosystem and partnership community, as well as a $50 billion services engine.
·Motorola is one of the biggest adopters of web collaboration tools with 4,400 blogs, 4,200 wiki pages, and 2,600 people actively tagging content and social bookmarking, under an initiative called Intranet 2.0. Toby Redshaw, Motorola's vice president in charge of Enterprise 2.0 technologies, says that the company is now more effective at finding people with know-how and expertise: "It actually lets people see new rela-tionships-to see maps of what smart people and like people have done.TM
·Enterprise 2.0 companies with success stories range from Bank of America, Wells Fargo, Boeing, FedEx, Morgan Stan-ley, and Pfizer. According to Forrester Research, companies are adopting Web 2.0 technology for business productivity (74%), competitive pressure (64%), specific problem solution (53%), partner recommendation (53%), employee request (45%), and bundled service (25%).6
This book digs deeper and makes concrete the buzzwords that are starting to fly around. It provides the theory and practice behind collective user value (Chapter 1), monetizing network effects (Chapter 2), capitalizing on social networks (Chapter 3), dynamic capabilities (Chapter 4), and collaborative innovation (Chapter 5).You will understand why even managers and executives of big companies and multinationals must think differently about strategy and revenue-sharing in a Web 2.0 world. Especially in a "flat world" where "size matters not," small- and medium-size enterprises (SMEs) and even one-man local businesses or projects can use these business models to advantage.
If you feel like you missed something about Web 2.0 economics or that you somehow walked into the middle of the conversation,you're not alone.
First, the Web 2.0 business revolution has exploded in a similar way to the "tipping point" that ignited social phenomena as diverse as fashion trends and popular fads, new movies and videogames, environmental awareness, and the diffusion of lit-eracy through Sesame Street. Critical mass matters, and the Web has reached that critical mass. Free web services, viral distribu-tion, and active uploaders have compounded to create powerful cross-network and social network effects. These are all almost instantaneously monetizable and trackable through advertising and targeted pay-per-click marketing.
Second, even recent M.B.A.s have a hard time pulling together all the necessary pieces of the Web 2.0 business model. Business model analysis is sometimes covered in corporate strategy classes but more frequently in entrepreneurship classes. Per-user eco-nomics (originally based on subscriber economics and lifetime value) is sometimes covered in marketing classes, but again, more frequently in entrepreneurship classes. Offline advertising and tele-vision, newspaper, and print media revenue models are briefly covered in core marketing and advertising and promotion elec-fives, but online advertising, web analytics, pay-per-click adver-tising, and targeted or behavioral online advertising are rarely covered.
This book brings together all of the relevant frameworks and anal-ysis tools from several disparate disciplines to give you the overall big picture of Web 2.0 business and economics. It will give you a lens through which to see more clearly and make sense of what's transpiring right in front of us.
Web 2.0 realizes and goes far beyond what Web 1.0 started. It opens tremendous opportunities as business models catch up to the technological possibilities. So many people are connected to and contribute to the Internet now that economies of scale not only lower costs, they create value.
Companies are developing business models that involve creating appealing destinations on the Web where people with shared interests can form communities. When people come together over the Web, their efforts are multiplied rather than simply added together.
Yet whether you are a seasoned business professional or a digital native, the stories about exactly how the new Web 2.0 business models work and make money may seem quite fuzzy, or even downright counterintuitive. The questions are clear:
·How is Web 2.0 different from the Web 1.0 dot-com boom and bust?
·How does Google offer "the world's knowledge" to searchers for free and still make more than $10 billion in revenue,grow 68%, and have a stock market valuation of close to $200 billion?
·What could possibly make Flickr--a two-year-old photo-sharing startup--worth $40 million to Yahoo!, a video-sharing YouTube worth $1.6 billion to Google, a social networking site called Facebook worth the equivalent of $15 billion to Microsoft?
·Is Web 2.0 about corporate blogging, wikis, and podcasting,or something else entirely?
To answer these questions, you'll need some analytical tools--not just buzzwords and hype--to understand how successful Web 2.0 companies do what they do, and the economic mechanisms at work. As you walk through the real-life business stories in this book, you'll see how customers can provide value as well as cash.There are lots of ways companies can make money from that value, not just by selling goods and services directly to users.These are network effects, and you'll see them in action in almost every case.
A growing number of CEOs and executives from more traditional industries are becoming champions of Web 2.0, with hard num-bers to back up their enthusiasm. Yes, Web 2.0 matters for For-tune 100s, big businesses, enterprises, multinationals, and even countries. Don Tapscott, coauthor of the Enterprise 2.0 book,Wikinomics (Portfolio Hardcover), states, "It's the biggest change in the organization of the corporation in a century .... "In short,Web 2.0 is powering up the knowledge and network economy,starting with users, consumers, and digital natives, and acceler-ating as it transforms knowledge workers and businesses globally:
·Cisco chairman and CEO John Chambers is betting his com-pany on collaboration and Web 2.0--"The next wave will be about collaboration and Web 2.0...this will drive productivity for the next decade...if you don't understand the power of this collaboration, you'll get left behind as a company, as a country."2
·A.G. Lafiey, CEO of Procter 8c Gamble, made his consumer product company a Web 2.0 innovation success story by rais-ing new product development success to an astounding 80%,compared to the industry average of 30%. Now more than 35% of the ideas come from outside--via collaborative web sites, such as InnoCentive, providing access to millions of con-tributors, not just the 9,000-person research and develop-ment staff.3
·"Enterprises have been ringing our phones off the hook to ask us about Web 2.0," according to Rod Smith, IBM's vice presi-dent for emerging Internet technologies.4 IBM has a massive installed base and global Linux and open systems develop-ment ecosystem and partnership community, as well as a $50 billion services engine.
·Motorola is one of the biggest adopters of web collaboration tools with 4,400 blogs, 4,200 wiki pages, and 2,600 people actively tagging content and social bookmarking, under an initiative called Intranet 2.0. Toby Redshaw, Motorola's vice president in charge of Enterprise 2.0 technologies, says that the company is now more effective at finding people with know-how and expertise: "It actually lets people see new rela-tionships-to see maps of what smart people and like people have done.TM
·Enterprise 2.0 companies with success stories range from Bank of America, Wells Fargo, Boeing, FedEx, Morgan Stan-ley, and Pfizer. According to Forrester Research, companies are adopting Web 2.0 technology for business productivity (74%), competitive pressure (64%), specific problem solution (53%), partner recommendation (53%), employee request (45%), and bundled service (25%).6
This book digs deeper and makes concrete the buzzwords that are starting to fly around. It provides the theory and practice behind collective user value (Chapter 1), monetizing network effects (Chapter 2), capitalizing on social networks (Chapter 3), dynamic capabilities (Chapter 4), and collaborative innovation (Chapter 5).You will understand why even managers and executives of big companies and multinationals must think differently about strategy and revenue-sharing in a Web 2.0 world. Especially in a "flat world" where "size matters not," small- and medium-size enterprises (SMEs) and even one-man local businesses or projects can use these business models to advantage.
If you feel like you missed something about Web 2.0 economics or that you somehow walked into the middle of the conversation,you're not alone.
First, the Web 2.0 business revolution has exploded in a similar way to the "tipping point" that ignited social phenomena as diverse as fashion trends and popular fads, new movies and videogames, environmental awareness, and the diffusion of lit-eracy through Sesame Street. Critical mass matters, and the Web has reached that critical mass. Free web services, viral distribu-tion, and active uploaders have compounded to create powerful cross-network and social network effects. These are all almost instantaneously monetizable and trackable through advertising and targeted pay-per-click marketing.
Second, even recent M.B.A.s have a hard time pulling together all the necessary pieces of the Web 2.0 business model. Business model analysis is sometimes covered in corporate strategy classes but more frequently in entrepreneurship classes. Per-user eco-nomics (originally based on subscriber economics and lifetime value) is sometimes covered in marketing classes, but again, more frequently in entrepreneurship classes. Offline advertising and tele-vision, newspaper, and print media revenue models are briefly covered in core marketing and advertising and promotion elec-fives, but online advertising, web analytics, pay-per-click adver-tising, and targeted or behavioral online advertising are rarely covered.
This book brings together all of the relevant frameworks and anal-ysis tools from several disparate disciplines to give you the overall big picture of Web 2.0 business and economics. It will give you a lens through which to see more clearly and make sense of what's transpiring right in front of us.
序言回到顶部↑
In 2004, when O'Reilly Media, John Battelle, and CMP announced the Web 2.0 Conference (later renamed the Web 2.0 Summit), we had no idea that we'd be naming the next big thing in the computer industry. The original premise of the Web 2.0 name was much simpler than that. In 2001, after the dot-com bust, everyone had written off the Web. But at O'Reilly, we believed deeply that the Web was here to stay, and that it was indeed the next platform. We also noted that all of the companies that had survived the dot-com bust--and all of the exciting new startups that were gaining remarkable traction--had something in common: they understood and exploited the opportunities of the network as a platform, rather than trying to graft old business models onto that platform. We saw Web 2.0 not as a new version of the Web, but rather, as the realization of the Web's potential,its second coming, so to speak. We launched a conference to tell that story, and to reignite excitement in the industry about the transformative power of this technology.
The term Web 2.0 caught everyone's imagination, coming at just the right time to capitalize on the rise of Google, mashups, and Ajax. But to us, the term meant far more than just advertising-based business models or new types of web applications. In 2005,I wrote a paper, What Is Web 2.07, to formalize our ideas about this new platform. I argued that Web 2.0 is ultimately about har-nessing network effects and the collective intelligence of users tobuild applications that literally get better the more people use them. What's more, I argued that just as the personal computer rewrote the rules of the computer industry in ways that blind-sided the giants of that era, so too, would the Internet upend all the power structures and business models of today's industry.Only companies that understood and adapted to the new rules of business would survive and prosper.
Since then, the name Web 2.0 has been widely accepted, and the concepts in that paper, and its predecessor, The Open Source Par-adigm Shift have been the basis of many new business plans and development strategies. But with popular acceptance and enthu-siasm has come a great deal of misinformation, as marketers have tried to wrap products in the mantle of Web 2.0 whether or not they fit..
It is for this reason that I'm excited to see the publication of Amy Shuen's Web 2.0: A Strategy Guide. It's the first book that really does justice to my ideas, explaining in plain language the business implications of the Web as a platform. Amy works through a series of practical case studies of Web 2.0 success stories to explain how the underlying principles have been applied to drive each company's growth and profitability.
There's still a lot to learn. The Web 2.0 revolution continues, and every day, entrepreneurs are finding new ways to apply the princi-ples of Web 2.0. I expect more surprises and new success stories.But for now, this book is the best starting point for any company that wants to understand and apply Internet-era business strategy.
--Tim O'Reilly
Sebastopol, CA
March 2008 ...
The term Web 2.0 caught everyone's imagination, coming at just the right time to capitalize on the rise of Google, mashups, and Ajax. But to us, the term meant far more than just advertising-based business models or new types of web applications. In 2005,I wrote a paper, What Is Web 2.07, to formalize our ideas about this new platform. I argued that Web 2.0 is ultimately about har-nessing network effects and the collective intelligence of users tobuild applications that literally get better the more people use them. What's more, I argued that just as the personal computer rewrote the rules of the computer industry in ways that blind-sided the giants of that era, so too, would the Internet upend all the power structures and business models of today's industry.Only companies that understood and adapted to the new rules of business would survive and prosper.
Since then, the name Web 2.0 has been widely accepted, and the concepts in that paper, and its predecessor, The Open Source Par-adigm Shift have been the basis of many new business plans and development strategies. But with popular acceptance and enthu-siasm has come a great deal of misinformation, as marketers have tried to wrap products in the mantle of Web 2.0 whether or not they fit..
It is for this reason that I'm excited to see the publication of Amy Shuen's Web 2.0: A Strategy Guide. It's the first book that really does justice to my ideas, explaining in plain language the business implications of the Web as a platform. Amy works through a series of practical case studies of Web 2.0 success stories to explain how the underlying principles have been applied to drive each company's growth and profitability.
There's still a lot to learn. The Web 2.0 revolution continues, and every day, entrepreneurs are finding new ways to apply the princi-ples of Web 2.0. I expect more surprises and new success stories.But for now, this book is the best starting point for any company that wants to understand and apply Internet-era business strategy.
--Tim O'Reilly
Sebastopol, CA
March 2008 ...
媒体评论回到顶部↑
“我们正处于惊人的文化与经济转型时期，如果你希望把握它，这本书是一个非常有用的起点。”.
——John Battelle，Federated Media创立者
为什么Web 2．0不仅仅是一个热门词汇和一时的流行?通过研究Google、Flickr、Facebook和其他或大或小的公司，作者Amy Shuen演示了如何利用Web 2．0战略使您的企业更具有竞争力。
“无论是哪里的跨国公司主管和总经理，具备动态能力的全球范围内竞争一定是被最优先考虑的。重新思考一个高度网络化世界的战略是一项很大的挑战。你的公司如何成功地从这个动荡、高度网络化、和社会连接的环境中脱颖而出?阅读这本书可以了解Web 2．0如何在合作战略和商业模式上开辟出一个令人惊奇的新领域，无论你人在旧金山、伦敦、巴黎，上海或班加罗尔，通过手提电脑或黑莓(Blackberry)就可以尝试。”
——David Teece，加州大学伯克利分校教授，美国上市公司法律经济咨询集团(LECG)副总裁
“从旧的静态网页到新的动态网页的转变对所有企业来说都是挑战。管理者必须决定如何利用Web构建更丰富、更持久的客户连接。他们必须抓住社会网络的力量和附着力。如果他们做不到而竞争对手做到了，则会带来灾难性后果。AmyShuen的这本书将为管理者们的这场战役做好准备。”..
——William Sahlman，哈佛商学院企业家教授和高级副院长
“对于华尔街分析师和投资者们，这样有吸引力的阅读提供了关键的经济框架来以Web 2．0范例进行分析和价值投资。当主要决策者们给游戏区域线性下定义时，许多顶尖公司面临的挑战也随之揭开序幕。在这关键的转变时期，不要贪小便宜而吃大亏。阅读这本书并开始在你的策略中几何级地与指数级地思考，或者任由其他公司把这些框架纳入其组织DNA中。”
——Christa Sober Quarles，
Thomas Weisel Partners证券研究机构的合作伙伴和互联网分析家
“Amy Shuen解密了Web如何演变为一种崭新且更丰富的用户体验，从而产生了大量有价值的商机。这只是一时的流行吗?是泡沫?或者它代表了信息途径和商业模式上更深入的转变?Shuen博士用这本有深刻见解的指南，向我们展示了被我们称为Web 2．0的新兴事物是如何使广为接受的商业理论和实践被重新整合成主要工业的巨大瓦解力量，为敏锐有见地的人们创造有力机会，以及对胆小顽固者造成严重威胁。
——Jerry Engel，伯克利大学莱斯特创业研究中心主管；Monitor Ventures的合作伙伴...
——John Battelle，Federated Media创立者
为什么Web 2．0不仅仅是一个热门词汇和一时的流行?通过研究Google、Flickr、Facebook和其他或大或小的公司，作者Amy Shuen演示了如何利用Web 2．0战略使您的企业更具有竞争力。
“无论是哪里的跨国公司主管和总经理，具备动态能力的全球范围内竞争一定是被最优先考虑的。重新思考一个高度网络化世界的战略是一项很大的挑战。你的公司如何成功地从这个动荡、高度网络化、和社会连接的环境中脱颖而出?阅读这本书可以了解Web 2．0如何在合作战略和商业模式上开辟出一个令人惊奇的新领域，无论你人在旧金山、伦敦、巴黎，上海或班加罗尔，通过手提电脑或黑莓(Blackberry)就可以尝试。”
——David Teece，加州大学伯克利分校教授，美国上市公司法律经济咨询集团(LECG)副总裁
“从旧的静态网页到新的动态网页的转变对所有企业来说都是挑战。管理者必须决定如何利用Web构建更丰富、更持久的客户连接。他们必须抓住社会网络的力量和附着力。如果他们做不到而竞争对手做到了，则会带来灾难性后果。AmyShuen的这本书将为管理者们的这场战役做好准备。”..
——William Sahlman，哈佛商学院企业家教授和高级副院长
“对于华尔街分析师和投资者们，这样有吸引力的阅读提供了关键的经济框架来以Web 2．0范例进行分析和价值投资。当主要决策者们给游戏区域线性下定义时，许多顶尖公司面临的挑战也随之揭开序幕。在这关键的转变时期，不要贪小便宜而吃大亏。阅读这本书并开始在你的策略中几何级地与指数级地思考，或者任由其他公司把这些框架纳入其组织DNA中。”
——Christa Sober Quarles，
Thomas Weisel Partners证券研究机构的合作伙伴和互联网分析家
“Amy Shuen解密了Web如何演变为一种崭新且更丰富的用户体验，从而产生了大量有价值的商机。这只是一时的流行吗?是泡沫?或者它代表了信息途径和商业模式上更深入的转变?Shuen博士用这本有深刻见解的指南，向我们展示了被我们称为Web 2．0的新兴事物是如何使广为接受的商业理论和实践被重新整合成主要工业的巨大瓦解力量，为敏锐有见地的人们创造有力机会，以及对胆小顽固者造成严重威胁。
——Jerry Engel，伯克利大学莱斯特创业研究中心主管；Monitor Ventures的合作伙伴...
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