Meet the PayPal mafia (下)

"Good decision-making flows out of details," says former COO David Sacks, who now runs both the online genealogy startup Geni and the Hollywood production studio Room 9 Entertainment, which made Thank You for Smoking. "We did not subscribe to the idea that managers are this special class of employee." 

前營運長David Sacks說:「注意細節才能做出好的決策。」現在他負責線上家譜網站Geni跟好萊塢製片公司Room 9 Entertainment，就是那間做"Thank You for Smoking"影片的公司。「我們不認同經理見解就比員工高。」他說。

Sacks himself almost didn't get hired by PayPal - perhaps because of a short stint at McKinsey. But Thiel recognized him as an important dissenting voice, someone who could sharpen the company's focus. 

Sacks其實差點沒被PayPal雇用，或許跟他待過麥肯錫一段時間有關，但Thiel認為他是很重要的反對意見，能讓公司更專注於目標上。

Once he came on, McKinsey taint notwithstanding, Sacks further opened the culture by establishing a no-unnecessary-meetings policy. He became a meeting cop. Anytime he'd see a closed-door discussion happening, he'd sit in for three minutes. If he considered the meeting to be valueless, he'd call it adjourned. 

當他上任後，麥肯錫的壞習慣啦，Sacks開始"不開沒意義會議"政策，像是會議警察般，只要見到有閉門會議產生，他就介入聽個三分鐘，一旦發現會議沒啥價值，他馬上下令取消。

Sacks, in his office on Sunset Boulevard in West Hollywood, recalls how the lack of meetings helped create a culture of many workers and few managers. "You didn't measure where you were in the organization by how many people you're managing," he says. Prestige was measured "by how few people there were above you who could prevent you from doing what you wanted to do."

Sacks在他西好萊塢日落大道回憶，減少會議政策如何創造這個經理少、員工多的文化。「在PayPal不是依你管的人數來看你的地位。」他說，「是你上面有多少人會礙著你做你想做的專案，用這個決定你的地位。」

Back in Silicon Valley, Reid Hoffman, a former executive VP, sits in his own office at the social networking site he started, LinkedIn. Hoffman is one of the Valley's most prolific angel investors, with stakes in more than 60 startups, including Facebook and Digg. 

回到矽谷，前執行副總Reid Hoffman現在坐在LinkedIn的辦公室裡，他也是矽谷內最多產的天使投資人，擁有FB跟Digg等超過60間新創公司股份。

Like Sacks, he loved PayPal's meritocracy. "The group was very analytical," says Hoffman. "It was all about, 'Here are my arguments; here's my perspective.' You could never say, 'In my experience,' because experience wasn't there as a variable." 

跟Sacks一樣，他好愛PayPal的菁英文化。「這群人特愛分析，他們會說"這是我的觀點"，"那是我的看法"，但你絕對不能說"就我經驗來看"，因為經驗在我們這一行不可靠。」

Not everyone liked the PayPal vibe. Chief among the dissenters is Elon Musk. 

但也不是每個人都認同這種文化，像Elon Musk就是。

It's free-lunch Friday at the space-exploration company SpaceX, down the road from Los Angeles International Airport. The massive fuselage of a rocket ship dominates the ground floor. In its shadow, dozens of employees sit cramped at a handful of foldout tables.

現在是SpaceX公司的周五免費午餐時段，LA國際機場直行就是公司地址，一個巨大的火箭盤據了一樓大廳，數十位員工與摺疊椅在它的影子底下。

There are no seats to be had, not even for the man who invested $100 million of his own money to start the company. So Musk and I retreat to his desk. I've just asked him what it was like to be the victim of a coup led by Sacks, Levchin, and Thiel. "It was like unicorns and rainbows, flower-filled meadows," he says with a smirk. 

可這裡太過壅擠，連掏出一億元的老闆都沒地方坐，我們只好退回他的辦公桌，我問跟Sacks, Levchin, Thiel這夥人做事感覺怎樣，他輕蔑一笑:「unicorn and rainbow(獨角獸跟彩虹 喻:太天真浪漫) 似在花開遍野的草原。」

Musk came to PayPal not through Levchin/Thiel's regime but during the company's merger with his Internet bank, X.com. Born and raised in South Africa, Musk sold his first company, Zip2, to AltaVista at age 28 for more than $300 million. Now 36, he's running SpaceX, which plans to send people into space and eventually colonize Mars, and serves as chairman of Tesla Motors (electric cars) and Solar City (solar-panel installation). 

Musk到PayPal時並不是 Levchin跟Thiel掌權期間，而是因PayPal與他的網路銀行公司 X.com合併後才加入的。Musk成長於南非，28歲那年把他第一間公司 Zip2 以超過3億元的價格賣給了AltaVista，今年他36歲，現在擁有SpaceX, Tesla Motors, Solar City，分別專注於火星殖民、電動車與太陽能安裝上。

Despite having perhaps the greatest entrepreneurial streak of all the PayPal mafia, Musk was purged from PayPal like some kind of toxin. Soon after the merger, Thiel resigned. 

盡管Musk擁有PayPal mafia中最強的創業家特質，還是被視為某種毒素被PayPal掃地出門。且合併後不久，Thiel就請辭了。

Musk became CEO of the combined company and decided it was time for a technological overhaul. Specifically, he wanted to toss out Unix and put everything on a Microsoft platform. 

當Musk成為合併後的CEO後決定來場技術大變革，決定將Unix作業系統換成微軟作業系統。

That may sound innocent enough to laypeople but not to Unix zealots like Levchin and his team. A holy war ensued. Musk lost. The board fired him and brought back Thiel while Musk was on a flight to Australia for his first vacation in years. "That's the problem with vacations," Musk deadpans. 

這對外行人沒什麼，但對Levchin跟他的團隊這類Unix狂熱者就不行，就此一場聖戰開始，Musk輸了，董事會趁他去澳洲度假時迎回Thiel，「這就是休假的壞處。」Musk面無表情的說。

Musk still contends he didn't deserve his fate, that his biggest flaw was being cut from different cloth. "Peter, Max, and I are not directly aligned philosophically," he says. "Peter's philosophy is pretty odd. It's not normal. He's a contrarian from an investing standpoint and thinks a lot about the singularity. I'm much less excited about that. I'm pro-human." 

Musk直到今天都覺得自己不該遭受如此待遇，他最大弱點就是曲高和寡。「Peter, Max跟我思維上並不一致。」他說。「Peter的觀點很奇怪，不大正常，從投資觀點上來看常常唱反調。我也不是很喜歡那樣，我是個正常人。」

It wasn't just Musk; anyone who didn't mesh with the Levchin/Thiel culture ran into trouble. X.com had a number of people from the banking industry who didn't last long. "We had been rivals, so it was awkward," remembers Jeremy Stoppelman, who was an engineer at X.com, stuck it out after the merger, and is now the CEO of Yelp, a fast-growing restaurant- and bar-review site. 

不只有Musk，也有其他人跟Levchin/Thiel文化合不來，X.com中很多從銀行業出身的就水土不服。前X.com工程師，現Yelp CEO Jeremy Stoppelman回憶:「我們曾是競爭對手，所以湊在一起很詭異。」

"And that awkwardness turned into total dysfunction and warfare. Most X employees ended up leaving or getting fired. The culture was really an intellectual pissing contest, and some people didn't like that." 

「最後這種格格不入讓公司無法運行，進而轉為對抗。很多X.com的人不是自己離開就是被解雇，那兒的文化就像智力大挑戰，有些人不喜歡這樣。」

The infighting eventually stopped. It had to, because there were too many other enemies to deal with - eBay, for example. Before buying PayPal, the auction giant tried in various ways to kill it - by purchasing a competing service, for example. 

內鬨最後停止了，也必需要停止，因為外面有太多敵人在虎視眈眈，像是eBay這併購巨人，買下PayPal前提供了像是競爭性服務，意圖幹掉PayPal。

Meanwhile, PayPal losses were multiplying. It battled Russian fraudsters who were filching millions by cribbing credit card numbers. Customer-service complaints flooded the phone lines and in-boxes and were often dealt with by simply not answering the phone or doing a mass deletion. Louisiana temporarily banned PayPal from doing business in the state; MasterCard (Charts) threatened to pull the plug because of the high number of chargebacks. 

同時間，PayPal也蒙受俄國詐騙集團的巨額損失，他們盜取信用卡號，客訴讓電話跟信箱都爆滿，Louisiana州暫時禁止使用PayPal，MasterCard也因為大量退款揚言終止合作業務。

"Peter Thiel didn't know what a chargeback was," says Jawed Karim, an early engineer who went on to found YouTube with fellow alumni Chad Hurley and Steve Chen - and then sell it to Google for $1.65 billion. "That's one of the fundamental things of any credit card payment system. Chargebacks almost killed the company." 

「Peter Thiel不瞭解退款的衝擊有多大。」Jawed Karim說，這位跟Chad Hurley還有陳士駿創立Youtube的第三位創辦人(最後Youtube以16.5億美元賣給Google) 「那是信用卡付款系統的基礎，退款幾乎毀了公司。」

But the executive team made up for nonmastery of details with unwavering vision, which inspired the troops. At his San Bruno, Calif., office, YouTube CEO Hurley remembers his PayPal days as an education in business. When he arrived in California with a degree in art from Indiana University of Pennsylvania, building a successful company seemed like something other people did. 

然而高層以堅定的願景克服了這些不甚了解的細節，且這件事也激勵了其他員工，在加州San Bruno辦公室裡，YouTube的 Hurley回憶PayPal的日子等於給他上了商業課程，他到加州前在賓州Indiana大學拿到藝術學位，現在也創立了跟其他人一樣棒的企業。

"You never think it could happen to you," says Hurley. "But seeing Peter and Max and the guys come up with ideas and seeing how to make things work gave me a lot of insight. You may not have a business degree, but you see how to put the process into effect. The experience helped me realize the payoff of being involved in a startup." 

「你未曾想過會有這種事降臨。」Hurley說。「但看到Peter跟Max想辦法，如何去解決問題給了我很多啟發，或許我沒有商科的文憑，但見到整個運作的過程，這經驗讓我知道在新創公司的一切都是值得的。」

After 11 revisions to the prospectus, PayPal pulled off its IPO on Feb. 15, 2002. The stock closed that day at $20 a share and rose for the next nine months, even as Nasdaq cratered, until the sale to eBay. Thiel walked away on the day of the acquisition; Levchin and Sacks followed. Botha considered sticking around - "Meg Whitman made me a terrific offer," he says - but left for Sequoia to stay in the startup game. 

修改11次招股說明書後，PayPal在2002年2月15日正式公開上市，當天收盤20元，但之後九個月都呈現上漲趨勢，即便後來那斯達克震盪也是一樣，直到賣給eBay才停止。Thiel在併購當天就離開，Levchin 與 Sacks隨後跟進，Botha游移不定，「Meg Whitman給我非常優渥的合約。」但最後來是去紅杉資本了。

For those who remained in the name of a paycheck, the culture shock was profound. Premal Shah, a former product manager at PayPal and now president of Kiva.org, was put in charge of eBay's developing-world strategy. He went to India for three months - a dream assignment. But when he got back, it seemed that every day meant another PowerPoint presentation for yet another layer of management. "I quit after a year," he says. 

對於那些同意留任的人，文化衝擊不可謂不大。前產品經理Premal Shah，現在是Kiva.org總裁，就負責eBay開發中國家策略。他後來負責一個夢想中的任務-去印度三個月。但當他回來後，每天就像是做PPT給其他管理階層看。「一年後我就離開了。」他說。

By then, the PayPal mafia was well established. Today they call upon one another when they need money or advice - and when they need both, they go to Thiel, who seems to be at the center of it all. Among his many investments, Thiel has money in Slide, Yelp, and LinkedIn.

之後，PayPal mafia已然成形，需要建議或投資就互相連絡，或是兩者都要便去找Thiel，他就像他們的中樞，Thiel就投資了Slide, Yelp, LinkedIn.

He helped his former assistant start Laiola, one of San Francisco's hottest new restaurants. His venture capital startup, the Founders Fund, invested the first $1.5 million in Sacks' Geni.com, where five of the 29 employees are from PayPal. 

他也協助前任助理開了舊金山最近很熱門Laiola餐廳，他的創投資金Founders Fund也投資150萬在Sack等五位前PayPal員工的 Geni.com。

Levchin invested in IronPort systems, which was founded by early PayPal investor Scott Bannister and acquired by Cisco (Charts, Fortune 500) for $830 million. He put the first $1 million into Yelp and serves as its chairman. 

Levchin投資早期PayPal金主Scott Bannister成立的IronPort systems，後被思科8.3億收購。他還注資Yelp100萬並擔任董事。

He's also got money with Botha at Sequoia (even while Sequoia has a stake in Slide's rival, RockYou) and was an executive producer of Thank You for Smoking, along with Sacks, Thiel, and Musk. That last name may come as a surprise, but Musk has made peace with his mutineers. 

他也跟Botha投資紅杉(雖然Slide的敵手RockYou紅杉也有股份)，也跟Sacks, Thiel, Musk當影片Thank You for Smoking執行製片，Musk這名字你聽到可能大吃一驚，但Musk最後還是跟大家和好了。

He has invested in Room 9, Geni, Botha's Sequoia fund, and Clarium Capital. (But he won't let Thiel reciprocate. "We don't need the money," says Musk with a wry smile.) 

Musk也投資 Room 9, Geni 還有Botha的紅杉資本。(但他不讓Thiel回報，「我們又不需要錢。」他諷刺地笑了一下。)

As for the impact of PayPal's culture, that varies. At some places, like Slide, Levchin's work ethic lives on- though his hiring practices seem to have softened. His head of engineering, for example, was on the Stanford water polo team. "He probably likes to play hoops," Levchin jokes. 

PayPal文化也在某些地方開花結果，像是Slide，Levchin的方式也延續下來，雖說他招募不再那麼苛刻了，例如總工程師是Stanford大學的水球隊隊員，「或許他也愛打籃球。」他開玩笑道。

At other places there's nary an intellectual pissing match in sight. YouTube's quiet San Bruno office might be taken for a division of a large corporation (which it is). 

其他地方也看不到智力競賽的影子了，YouTube在San Bruno的辦公室就安安靜靜的像個大公司的分部一樣(其實就是啦)

At Yelp, Stoppelman has become a regular on the San Francisco party circuit, and these days spends little time sleeping under his desk. But both YouTube and Yelp learned a valuable lesson from PayPal: The first idea isn't always the best. Yelp was a convoluted e-mail referral service before becoming a top review site. YouTube started as a video dating play. Now it's at the center of the zeitgeist. 

在Yelp， Stoppelman變成舊金山的Party動物，也讓他睡在桌子下的時間少了些。但YouTube 跟 Yelp都在PayPal學到寶貴的一課:第一個idea都不是最好的idea，Yelp本想做email轉交服務但現在變成網站評分網站，Youtube從約會影像網站變成時代精神的中心。

The mafia doesn't often convene in a physical place- they don't have a Bada Bing, where Tony Soprano and his crew would hang out. But they do have a sense of humor, and so at FORTUNE's request, the capos are gathered in Tosca, the legendary San Francisco watering hole, for a group photo. 

現在PayPal mafia不常碰頭了，他們沒有《黑道家族》Tony Soprano老大跟小混混們待的Bada Bing酒吧，但他們有配合的幽默感，受FORTUNE要求到Tosca，舊金山知名的「水坑」拍團體照。

Frank Sinatra is here, crooning from the Wurlitzer. So are Thiel, Levchin, Sacks, Botha, and many others. Musk wanted to come, but he's in Chicago to receive an "innovator of the year" award. Hurley and Chen bowed out after their Google handler objected to the gangster motif. 

Frank Sinatra到了，跟著Wurlitzer唱機哼歌，Thiel, Levchin, Sacks, Botha還有其他人也是，Musk也想來，但他去芝加哥拿「年度創新家」獎。Hurley 跟 陳士駿也因為比較喜歡PayPal mafia的作風離開Google。

The group is decked out in gold chains and tracksuits, smoking cigars, drinking Maker's Mark. It's a happy moment, even if the lack of Wi-Fi makes Levchin antsy. Looking at the group laughing and joking, you'd never guess they're all supercompetitive hyperintellectuals- or that some don't like each other very much. But when you get to know them a bit, it's not all that surprising. As Stoppelman puts it, "We're all a little weird."

這幫人戴著金項鍊、穿幫派運動服、抽雪茄、喝Maker's Mark威士忌，真是歡樂時光，雖然沒有Wi-Fi讓Levchin坐立難安，看著他們互相揶揄開著玩笑，你絕對想不到他們是絕富競爭性的知識份子，且他們也不是那麼喜歡彼此，但只要你再稍微了解他們一下，你就不會訝異了，像Stoppelman說的:「我們就是有點怪怪的。」

Why You Need to Take 50 Coffee Meetings (為何需要50場咖啡會?)

(註: 右邊是本文原作者 Mark Suster，但本文內容與影片談話無關，影片在聊創業者韌性)

50 coffee meetings. It should stick in your head as a metaphor for networking. For getting outside of your comfort zone. For starting relationships today that won’t pay off for a year. It’s the entrepreneur’s equivalent of “10,000 hours.”

50 個咖啡會，你應該要常提醒自己這個目標，當作經營人脈的實際執行方法，讓自己離開你的舒適區，去展開一些短期之內不會有任何結果的人際關係，這也相當於創業家的10000個小時法則。


Anybody who has spent any time with me in person will be tired of this advice because I give it so frequently. It is a piece of actionable advice that if you put into practice starting next week will start paying dividends in the near future. There’s a direct correlation to your future success.

任何跟我見面的人都常聽到我這麼建議，這是一個行動式的建議，如果你下周就開始的話我想你很快就能受益，這對你未來成功會有直接性的幫助。


5 / week = 250 / year. Imagine the human progress you could make with 250 short, relationship-focused meetings.
Here’s why it’s critical:

5次/周 = 250次/年。 想像一下250場簡短而關係緊密的會議吧，以下說明這為何如此重要:

1. Recruiting. Are you looking for great engineers? Talented brand sales people? A smart young marketing exec? If you wait until you need to fill somebody in a roll you’re losing valuable time as an entrepreneur. You should always have a steady stream of “friend of the firm” hanging around your company. You invite them to cocktail parties. You send them update emails. You don’t have budget for them – not yet. But when you do, you’re ready to go.

1.招募人才: 想找好的工程師? 有能力的產品銷售員? 年輕敏捷的行銷專員? 如果等到有需求才動作就浪費掉創業家寶貴時間了，你應該要有一個穩定的"公司人才庫"，邀請他們來party，寄些近況更新email，你不必特別撥預算給他們，但當你有錢了，你就可以馬上進行招募動作了。

You don’t have time in your day to always be interviewing. But here’s the oxymoron – you need to ABR (always be recruiting). How do you make that happen? 50 coffee meetings. If you want to read more about hiring at a startup check out: 1. Attitude over Aptitude and also 2. Hire Fast, Fire Fast.

你沒時間去整天面試，但說句矛盾的話，你應該要ABR(成天都心存面試)，要達成就得靠50場咖啡會，如果你想讀更多，請看我"態度高於天賦"跟"快雇快炒"兩篇文章。

2. Job Hunting. You’re a candidate. You’re thinking about your next big gig. You want the primo role. Hot company. Senior title. Lots of responsibility. The moment a big job is advertised you’re fawked. Why? Cuz there are 20 people who have the exact qualifications as the job spec will suggest. But they don’t have your hustle, your energy. You won’t land the big jobs unless you’re in there shaping the discussion about what the company needs, convincing them that they need you before they’re even ready to hire.

2.求職: 你在找工作，讓你大展身手的舞台，炙手可熱的公司，更高的位置與更重的權責。但說有為你而生的工作是一種欺瞞，因為外頭至少有二十個跟你一樣合資格的人，但他們沒你的衝勁跟能量，你不會拿到offer除非你恰好全都符合公司所需，因此要說服公司說他們很需要你，甚至在他們要開始招募前都可以。

This takes 50 coffee meetings. You know the drill – “informational interview.” Life is an informational interview. Everything you do applies to this lesson. Yet too many people never do it. They sit and wait for job specs to be posted on job boards. Or whatever the equivalent metaphor is for any other parts of their business.
We take action when we need results. We wait until things are urgent & important. That’s not effective.
And one thing is certain – you can’t look for a job remotely. It doesn’t work precisely because it violates the 50 coffee meeting rule.

這就需要50場咖啡會，你懂步驟的 - "資訊蒐集訪談"，人生就是一場"資訊蒐集訪談"，你做任何事都脫離不了這門課，但人們還是忽略他，坐等工作登錄於人力銀行網站。直到需要才行動、等事情緊迫方行動，這樣是沒效果的。有件事情是可以確定的，你不能間斷地找工作，這樣會違反了50場咖啡會規距。


3. Relations with journalists to drive better coverage of your business long term? 50 coffee meetings. Help them write other stories. One day they’ll write yours.

跟記者打好關係以便未來寫寫你的報導? 50場咖啡會，給他們一些其他報導素材，日後他們會寫寫你的。

4. Raising money from angels and VCs some day? 50 coffee meetings. Turn dots into lines. Don’t listen to people who advise you otherwise. They’re wrong.

跟天使基金創投籌錢? 50場咖啡會，化點為線，別聽哪些阻止你的人。

5. Understanding customer requirement? 50 coffee meetings. “Get out of the office” says Steve Blank.

了解顧客心聲? 50場咖啡會，如Steve Blank所說 "滾出辦公室!"

6. Are You a VC? Get out of your offices and go have coffee meetings. Preferably at startup HQs. Why do they always need to come to you? Increase your deal flow. 50 coffee meetings. Office hours. JFDI.

如果是創投，離開辦公室並來點咖啡館會議，在新創公司總部也OK，也不是要錢的人都要主動，讓交易多點彈性，50場咖啡會，諮商時間、JFDI (按:創業加速器?)

I know I’m getting repetitive. It is with great intent. Whatever amount you’re getting out and talking with prospects, customers, employees, recruits, competitors, press, investors, potential investors … it’s never enough. (unless you’re a conference ho … then it’s too much ;-))

我知道有點重複了，但我立意良善，不管你出去跟新秀、顧客、員工、獵才、對手、媒體、潛在投資者見面幾次...都是不夠的 (除非你身陷會議中囉，那才真的太多。)

For almost everybody else I work with I know that a little more dedication to coffee meetings would have a positive impact. Your biz dev discussion that goes nowhere today will plants seeds in somebody’s mind 18 months from now.
Yet most of us resist the coffee meetings seeing them as a distraction from: shipping our release, refining our business plan, working on our new website, etc. You have to do both. Wake up early. Turn coffee into late-night drinks. Never eat lunch alone.

Go on. Get our of your fraking office and make it happen.

我認識的人中，曾投身於咖啡會的人都對其有正面評價，且你們的討論都會在某個人心中埋下種子，雖說抗拒的人認為會讓生活分心，無法放鬆，重構商業計畫，建置新網站等等。但我認為衝突性不大，早起，不喝咖啡也可變成夜晚小酌，然後別單獨吃午餐。


Go on. 離開辦公室並讓50場咖啡會成真。


http://www.bothsidesofthetable.com/2011/08/15/why-you-need-to-take-50-coffee-meetings/

Why Startups Need to Blog (and what to talk about …) 新創公司為何要寫網誌(還有要寫什麼...)

Blogs. We all read them to get a sense of what is going on in the world, peeling back layers of the old world in which media was too scripted.  By definition, you read blogs. But should you actually write one if you’re a startup, an industry figure (lawyer, banker) or VC? Absofuckinglutely.
This is a post to help you figure out why you should write and what you should talk about.

我們藉由網誌來了解世界發展，剝開媒體安排好的腳本重新看看這世界。雖然你讀別人的網誌，但創業者更應該自己寫網誌，律師、銀行家或創投? 他媽的更應該如此。

這是篇幫你了解你為何要寫網誌並探討你書寫的主題。


1. Why
If you care about accessing customers, reaching an audience, communicating your vision, influencing people in your industry, marketing your services or just plain engaging in a dialog with others in your industry a blog is a great way to achieve this.

如果你在乎客戶，想去接觸他們，談談你的願景，在你的行業影響人們，行銷你的產品或是只想單純聊聊，網誌絕對是個好媒介。

People often ask me why I started blogging. It really started simply enough. I was meeting regularly with entrepreneurs and offering (for better or for worse) advice on how to run a startup and how to raise venture capital from my experience in doing so at two companies. I was having the same conversations over-and-over again (JFDI, Don’t Roll Out the Red Carpet when Employees are on the Way Out the Door, Don’t Drink Your Own Kool Aid, etc) and I figured I might as well just write them up and make them available for future people who might be interested. I never really expected a big audience or ever thought about it.


人們總是問我為何要寫網誌，其實很簡單，我常跟創業家碰面並提供新創公司營運建議，以及如何從創投募資。但我幾乎一再重複我的話語，因此我想我最好寫下來讓以後感興趣的人看到，可我未曾期望或想到有廣大觀眾。

I had been reading Brad Feld’s blog & Fred Wilson’s blog for a couple of years and found them very helpful to my thinking so I honestly just thought I was giving back to the community.

The results have been both unexpected and astounding. Within 2 years I was getting 400,000 views / month and had been voted the 2nd most respected VC in the country by an independent survey of entrepreneurs, The Funded and sentiment analysis. I know that I have not yet earned these kudos based on investment returns (although my partners have. GRP Partners last fund is the single best performing VC fund in the US (prequin data) for its vintage year). But it speaks volumes to what people want from our industry:


過去我讀Brad Feld跟Fred Wilson的網誌，助益甚大，所以我只想回饋給其他人。

寫網誌的好處是令人驚豔的，兩年內我每月有四十萬人次造訪，並被其他創業家、基金與sentiment analysis票選第二名的創投。我知道我在投資收益上還沒獲得這些讚揚(但我夥伴有，GRP上支基金乃今年全美最佳)，但我的網誌大大說明了我們這行人們心之所望。

transparency 透明度
accessibility 可親近度
authenticity  可信賴度
thought leadership 思想領導地位
advice  建言

I’ll bet your customers, business partners or suppliers would love similar.


我敢打賭你的客戶，商業夥伴跟供應商也會喜歡這樣。

2. What

I often get the question from people, “I’d like to blog, but I don’t really know what to talk about?” Or “I’m a new entrepreneur, why would I offer advice on how to run a startup?”

You wouldn’t. You shouldn’t.

人們常問"我也想要寫網誌，但我不曉得要談論啥"，或是"我也是新入行的創業家，我怎能大言不慚提供建言?"

你不能，你也不該。

Not only would it be less authentic but if you’re a startup it’s not immediately clear that other startup CEOs are your target market. They’re mine because I’m a VC. I care about having a steady stream of talented startup people who want to raise money thinking that they should talk to me in addition to the top others whom they’re targeting.

Whom do you want to target? Who are your customers, partners or suppliers?

當然才剛入行可信度會比較低，如果你是新創公司，其他新創公司CEO可能也不是你目標讀者，他們反而是我這創投的目標讀者，我關心有才幹並需要資金的新創夥伴先跟我聊聊，而非跑去找其他創投。你得想想你的對象，誰是你的客戶，夥伴跟供應商呢?

My suggestion is to blog about your industry. Think Mint.com. In their early days they had an enormously effective blog on the topic of personal financial management. They created a reason for their customers to aggregate on their site on a regular basis. They became both a thought leader in the space as well as a beautifully designed product. They created inbound link juice on topics that drove more traffic to their site. Type “personal financial management” into Google.  Mint.com is the second result. Smart.

我的建議是先聊聊你的產業，Mint.com早期開了個網誌探討個人理財，因此讓目標客戶得以聚集，他們得以成為意見領袖並美妙地形塑產品，創造話題增進網站流量，在Google打個人理財，Mint.com就居第二位，策略非常聰明。

Think Magento. They are an open-source & SaaS provider of eCommerce solutions. They are the fastest growing player in the world in this space. They achieved all of this before they raised even a penny of venture capital. eCommerce is an enormously competitive search term. Yet type it into Google and the third result (behind the Wikipedia entry and ecommerce.com) is Magento. Magic. They did it by creating a blog, discussion board and hub for eCommerce advice and information.

Magento，他們提供開放原始碼與軟體即服務的電子商務方案，公司在還沒跟創投拿錢以前就在這領域成長很快。而電子商務在搜尋上要突出很難，但搜尋後Magento只落後給 Wikipedia entry跟 ecommerce.com，Magic! 它們靠網誌討論，作為電子商務資訊中心就獲得如此佳績。

So you developed a product for the mommy community? Blog on that topic. Do you have an application that helps mobile developers build HTML5 apps? You know your blog topic. Do you have sales productivity software? Obvious. Check out SalesCrunch posts. Blog to your community. Be a thought leader. Don’t blog to your friend (that might be a separate Tumblog or something) but blog to your community.

所以你開發一個給媽媽社群的產品?宣傳它。你可以幫助寫手應用HTML5? 你找到網誌主題了。你有關於銷售效能的軟體? 顯然你要上SalesCrunch瀏覽。向你的目標宣傳，成為意見領袖，別把朋友當成你的書寫對象(那大概用Tumblog就可以了)

If you’re going to pump out regular content that is meaningful, you obviously need to blog about a topic in which you’re knowledgeable, thoughtful and passionate. If you’re not all three of these things in your industry then I guess you’ve got a broader problem. Honestly.

如果你要大量輸出日常訊息，那你得對討論的主題博學多聞、富有想像且興致高昂，假若你沒有上述三個特點，那我猜你應該會招致很多疑問。

So my biggest recommendation of “what” to blog is a series of articles that will be helpful to your community. If you’re a lawyer, blog on a topic that would be helpful to potential customers. Show that you’re a thought leader. Scott Edward Walker does an excellent job at this. It’s the only reason I know who he is. I had seen his blog & his Tweets and then was interested to meet him IRL.

Do a brainstorming session and create a list of 40-50 topics that interest you. Write out the topic and maybe even the blog title. Keep the list electronically. .

所以我對於主題的提議是你一系列的文章對你的對象有幫助，如果你是律師，就寫些對潛在客戶有益的東西，證明你是意見領袖，Scott Edward Walker就證明自己他很在行，我也是靠網誌跟推特才認識他。

腦力激盪一下列出40-50個你感興趣的主題，當作網誌名稱也行，還有要記得電子化...

Struggling to come up with enough topics? Take one topic and break it up into 10 bite-sized articles. It’s probably better that way anyways. I wanted to write about the top 10 attributes of an entrepreneur. I wrote it all in one sitting and then broke it up into 10 separate posts. It kept me busy for 3 weeks! Each one ended up taking on a life of its own as the comments flowed in for post 1 I had more thoughts to add to post 2 and so on.

圍困在主題當中? 選定一個大主題然後將其發散10篇子題，這或許是比較好的辦法。我自己就想寫創業者的十大貢獻，列出來後我再將他們分成十篇文章，這就花我整整三周時間了! 每篇結束後會有些評論留下，然後我擁有更多想法的話再從續篇填上。

3. Where

You need a blog. Duh. If you’re a company and if hanging it off of your company website makes sense for the link traffic – go for it. If you’re head of marketing at a company and keeping a more generalized blog (in addition to your company blog) so that you can influence brands & agencies – it can be separate.

你需要網誌，如果你是一間公司又猶豫原公司網址流量，還是開個網誌吧(按:此處不太確定)，假使你是行銷的頭頭，那除了公司官方網誌外，還是多開個網誌，這樣也是能增加品牌影響力，這是不衝突的。

I chose for my blog to be independent of my firm, GRP Partners.  The reason is that I wanted to be free to say what I was thinking independently of my partners. My views don’t always represent theirs and vice-versa even though we’re pretty like-minded (we’ve worked together for 10+ years).  I chose a title that represented a brand that I wanted to emphasize – Both Sides of the Table. I chose it because I thought it would represent who I am – mostly an entrepreneur but somebody with investment chops. I wanted to differentiate.

我選擇讓我的網誌獨立於我的公司 GRP之外，原因在於我想自在地書寫，不受我合夥人影響。我的觀點並不代表他們的想法，反之亦然，即便咱們已心靈相通(誰叫我們共事十年以上)，我選好公司名Both Sides of the Table來彰顯我們的品牌，會用此名是因這能代表我本人-一個創業家但擁有些投資本領，我想要與眾不同。

So. People keep asking me, “why would you write on TechCrunch?” I guess I would have thought it was obvious. Apparently not. People say, “aren’t you driving traffic away from your own blog?”

所以當人們問我:"為何要在TechCrunch上書寫? 難道不會減少你網誌的流量嗎?" 我想顯而易見的，不會!

Facts:

*I don’t really care about total page views or uniques other than as a measure of whether I’m improving. I don’t sell ads.

我不在乎網頁瀏覽數或獨創性來證明我在進步，我才不賣廣告。

*I DO care about “share of mind,” which means that I want fish in the pond where the people whom I want to speak with hang out. I know a certain number hit my blog. But I’m not so arrogant (or successful) as to think they come all the time. So I take my show on the road. If I can write about a topic for which I’m passionate about and double or triple the number of people who read it – that’s gold dust. That’s why I never stopped anybody from taking my feed and republishing.

但我在乎"分享"，我想對我的目標讀者群交流，我知道某些人會來點我的網誌，但我並不自傲或自認成功以為人們都天天來看，因此我只是持續演出，如果我能對我熱愛主題一路書寫下去並召來兩倍至三倍的讀者-那就是有價之金，這也是為何我從不阻擾別人挪用或重製我的文章。

As it happens, since I began writing at TechCrunch my viewership has continued to go up, not down. I always publish on my own blog the day after it runs on TC. I want the historical post there. A large number of readers on my site get it from Feedburner or newsletter feed.

自我開始在TechChrunch寫作，瀏覽量就開始攀升，然後我一定在TC見文後隔天在PO在自己的網誌上，當作留做紀念。也有很多讀者是從Feedburner或newsletter過來的。

I also get a lot of inbound links from writing here. I try to make any inbound links to my blog authentic to the story. But each story has driven 1,000′s of views.

我曾獲許多外部網站連結流量，我嘗試要把外部到網誌連結原汁原味傳到各文章，但各文大概已有1000次閱讀數 (按:此處不確定)

The majority of my traffic still comes from Twitter. TC posts = more Twitter followers = more conversion when I do write on my own blog = more Feedburner / newsletter subs = more traffic. It’s an ecosystem. Simple.

最大流量來源還是來自推特，TechCrunch文章數 = 更多推特追隨者 = 在寫文章時有更多轉換 = 更多  Feedburner或newsletter = 更多流量，就像一個簡單的生態系。

And to prove the point I have the analytics from this post. It ran today (Sunday, a slow day for tech blogs) on TechCrunch. My logs as of 10.30pm show that nearly 5,000 of the 21,000 visits to my blog today came from TechCrunch. Tomorrow another 2,500 or more will come. I’ll bet that 20% of these at least had never heard of my blog. If only 20% of those come back again that’s an additional 300 relevant readers / month I wouldn’t have had.

為了證明這點我對本文作了些分析，今天上線(周日，科技網誌的淡季)，下午10:30顯示21000位訪客中有5000位來自TechCrunch，隔天則約2500位，我敢打賭約兩成人是第一次知道我的網誌，如有兩成再度來訪那就是300位新增的讀者了。

So once you have a blog, a voice and a small following – don’t be shy about writing some guest posts for target blogs. Remember – for you that’s likely not TC – it’s the place your community hangs out.

當你擁有網誌，一些聲浪跟一小撮人就會跟隨你，別羞於為大的社群寫點東西，對你而言可能不是TC，而可能是你最常逗留的地方。

4. How

Be authentic. Don’t try to sound too smart or too funny.  Just be yourself.  People will see who you are in your words.  If you try to make everything too perfect you’ll never hit publish.  If you try to sound too intelligent you’ll likely be boring as shit.  Most blogs are.  I hate reading blow hards who try to sound like they’re smarter than the rest of us. Be open and transparent.  Get inside your reader’s minds.  Try to think about what they would want to know from you.  In fact, ask them!

要真誠，別自作精明或過於滑稽，忠於自己就好了。人們會從字裡行間認識你，太追求完美反而推廣不了，如果故作聰穎反會枯燥無味。但多數網誌都是這樣，我厭惡那些自詡高人一等的寫手。要公開透明，挖掘讀者內心深處，嘗試去想他們想從你這邊了解什麼，實際上的方法就是問他們!!

Don’t be offensive – it’s never worth it to offend great masses of people.  But that doesn’t mean sitting on the fence.  I have a point of view and I’m sure sometimes it rankles.  But I try to be respectful about it.  Sitting on the fence on all issues is also pretty boring.  And don’t blog drunk.  Or at least don’t hit publish ;-) Mostly, have fun.  If you can’t do that you won’t last very long.

別具攻擊性，得罪大眾是最不值得的事情，但也不是要你當個騎牆派，有時我抱持某觀點令我招致批評，但我想我試著去接受它，畢竟所有議題都當騎牆派也很無趣，但別 blog Drunk(按:可能指出洋相)，至少別讓其公開化;-) 多數時間去享受它，但如果你做不來的話你的網誌應該也活不長久。

How do I get started? First, you’ll need a platform.  I use WordPress.  Some people swear by SquareSpace. There are the new tools like Tumblr and Posterous.  I’ve played with both and they’re pretty cool. They’re more light weight and easier to use. Importantly, they’re more social. It’s much easier to build an audience in social blogging platforms the way you do in Twitter or Facebook.  

要如何開始呢? 第一步，先找一個平台，我使用WordPress。有些人則用SquareSpace、Tumblr、Posterous(按:好像已經掛了)，我用過都蠻不錯的，但還有更多不錯的平台待你發掘，那更要緊的是，這些平台比FB跟推特更易建立社群讀者。

Then  you need to decide whether to use the “hosted” version or the “installed” version.  At least that’s true in WordPress.  The advantage of the hosted version is that it’s easier to get started.  The disadvantage is that you can’t install a lot of additional tools that use Javascript. I started with the hosted version and then migrated to an installed version so I could use Google Analytics and some other products.

然後你要決定要用“hosted”還是“installed”版本，至少在WordPress是如此。“hosted”版本最容易上手，但缺點是有很多附加工具無法使用，例如Javascript，所以我從“hosted”轉為“installed”版本以便用Google Analytics跟其他的工具。

You then need a URL.  It’s true you can be something like msuster.typepad.com but that’s kind of lame so I wouldn’t recommend it.  Just get a real URL.  I think it’s important to think about what image you want to portray when you pick your URL name.  It doesn’t need to be short.  You’re not trying to build a consumer website.  My website is a pretty long URL but people manage to find it.  Much of my traffic is through referring websites and/or social media. Some search. What are YOU trying to convey?  What will be your unique positioning?  Don’t just write a carbon copy of what somebody else is doing.  That’s boring.

然後你需要一個網址，當然你可以取名msuster.typepad.com，但那聽起來很蠢所以我不會去點他。你只是需要一個網址，想像一下你想傳遞出怎樣的訊息，網址不一定要很短，因為你不是主攻消費的網站，像我的網址就偏長但人們還是找得到，多數的流量來源還是歸因於網址跟社群網站，然後一些搜尋來源。你想要表達什麼? 怎樣才能創造出獨一無二的個人特色，別只是抄送或是仿效其他人，那太無趣了。

So I wrote a post, now what? Don’t blow your load on your first post.  Slice it up enough to do many posts.  I think most blogs are between 600-1000 words / post.  Once you’re written a few posts don’t try to make the flood gates open at once.  Slowly build your audience.  Make it organic.  If you write good content and consistently you’ll build an audience over time.

寫好一篇網誌，然後呢? 別才寫一篇就無以為繼，去分寫成多篇文章吧。我想一篇文章大約600-1000字左右，可當你寫好一些文章後別急於廣發出去，慢慢奠基你的讀者群，讓他生生不息，如果你的內容夠好假以時日就一定有讀者群的。

The number one thing that kills 95% of blogs is that they do 5 or 6 posts in rapid succession and then peter out. It’s lame to go to a blog where this happens. And then 8 months later they do the obligatory post saying, “OK, I’m going to be more committed to blogging now!” and then another 4 months go by. If you’re really not going to write that often at least don’t put dates on your posts.

But if you write good stuff, but in an effort and keep going – it’s a marathon – you will see results over time.

95%的網誌都有始無終，一開始寫個5-6篇後來就全沒了，如果這樣那就太遜了。然後八個月後又信誓旦旦:"好! 我要努力向上" 結果又是四個月過去，我誠摯建議如果你不常寫就不要把寫作日期放在網誌上。

但你若真的寫出好東西，持續下去，這是一場馬拉松，你會看到成果的。

How do I build an audience? If you build it, will they come? No. A blog post is just like a product. First it needs to be good. And then you need to market it. It doesn’t just happen. You should be subtle about how you market it, but market it nonetheless. If you’re too squeamish to ask for help in promoting it or to do so yourself then you’ll never build an audience (you’ll also likely not make it as an entrepreneur. Sorry. But that’s true.)

要怎麼養出忠實讀者呢? 特意去養，人們就會被吸來嗎?其實網誌就像一個產品，你一定要品質優良，然後再去行銷他，這不會默默發生的。你要隱隱約約、不著痕跡的廣播出去，太過審慎你就無法成功(總之做這個也要有點創業家精神)

The obvious starting point is to email a few friends and let them know you have a new blog.  Don’t be overbearing – just an email saying, “wanted to let you know about my new blog.”  I also recommend you put a link to it under your email signature (in a color other than black).  You also should have it be what your Twitter bio links to.

剛開始可以mail給幾個朋友說你開始寫網誌了，別裝作不可一世，就mail"讓你知道我網誌開張囉"即可，然後在e-mail簽名檔下方也可以放連結(用黑色以外的顏色標明)，然後推特檔案也放一下。

Every time I write a post I send it out on Twitter.  I try to send out the Twitter link when more people are online.  Over time I’ve found out that I get better clicks at 8.30-9.30am Mon-Fri so that’s when I Tweet a lot of my stuff.  I’ll frequently send two Tweets – East Coast & West Coast. If you want to know why I’ve outlined it here.  Not everybody sees the first one.  Social media is ephemeral.

每當我寫完一篇網誌我就會上推特宣傳一下，而且是挑比較多人在線的時間，據我觀察周一到周五晚上8:30-9:30是最佳時段，到那時我就會狂推我的東西，然後依照東西岸的時間播送。我為何要在此簡單扼要的提一下，是因為我知道讀者無法第一時間看到文章，社群網路生命都是極其短暫的。

Because I’ve built my Twitter following slowly but steadily and authentically over time I get very high click-through rates (and thus a high Klout score – currently 74). I get about 4% CTR (click-through rate) on every Tweet in the AM) and it’s actually higher because if I assume only 33% of my followers on online the CTR is closer to 12%.  Interestingly if I had sent one Tweet at 5.30am (to get East Coast time) and another at 8.30am I get 4% CTR both times. So it’s hard to argue you shouldn’t Tweet twice if you have a geographically distributed following.

我推特粉絲成長雖慢但很穩定，且隨時間增長我的點擊率(click through rate)也變高(因此我有很高的Klout score(分析社群影響力指標) 目前是74%，我每篇上午的推特有4%點擊率(click through rate)，那這事實上更高因我假設只有33%線上粉絲的話，點擊率只有12%(按:此處不甚明瞭作者邏輯) 有趣的是如果我東岸時間早上五點三十推特，八點半我再發一篇，這兩個時間我都各得4%點擊率，所以如有幅員分布廣大的讀者，很難說你該不該對同樣內容推特兩次。

How do I know my stats? I use awe.sm (disclosure, I’m an investor) which is the best tool I know of for tracking: each individual share behavior (it creates unique URLs for each Tweet) plus it also separates out Tweets from Facebook shares, from “Retweets” that come from somebody clicking on my blog, etc. It also tracks who Tweeted the link so you will know who your most influential social followers are.

要看紀錄的話，我會用awe.sm(老實說，我是投資人)，他是個很棒的追蹤工具:每個人的分享習慣(每推特一次就造出個網址)，然後能分辨推特跟FB的分享，有多少網誌的回推等等。它也記錄誰是你的忠實推特粉絲。

Make sure your blog has Tweetmeme or similar to make it easier for readers to Retweet.  Also, make sure to sign up with Feedburner.  That way people who want to get your blog by RSS and/or email can do so. Make sure your blog also has a Follow Me on Twitter button so people who find you can easily follow you.

讓你的網誌易於回推，使用feedburner登入，讓讀者能用RSS或email追蹤你，然後再放個推特Follow Me按鈕讓人持續關注你。

5. When

People often ask how I blog so much and don’t think they can do it themselves. If you write about something for which you’re both knowledgeable and passionate I’ll bet you can pump out more than you think.

人們也常問我怎麼寫這麼多網誌，也不相信他們能辦到。但如果你對某件事很熱愛又富有知識，那我保證你肯定想大量傳播你的理念。

I usually blog at 10pm or on airplane flights. I never blog at work. Like you, I don’t have the time. I have board meetings, company pitches, internal partner meetings, etc. Hell, I often can’t even get to email during the day. So it comes out of TV time, which means I’m not missing anything. Occasionally if I really want to blog and I have a date or too much work I just set my alarm for 5.30am. Yup. It’s not that hard if you make a commitment to it.

我通常在晚上十點或飛機上寫作，並從不在工作時寫網誌，我跟常人一樣，要開董事會會、參與公司提案、內部夥伴會議等等，老天! 我甚至很難回覆E-mail，所以我就沒時間看電視了，但這樣也沒啥損失。有的時候我正有靈感但有約會或工作卡住，我就把鬧鐘設成早上五點半，如果你有熱忱這其實不會太難。

What would it mean to you and your business if you could: increase your inbound traffic, enhance your company & personal brand, meet new influential people who suddenly know who you are. If you want these things they are available to you for the cost of some time & effort.

如果你能辦到這能幫你跟你的公司:增加入埠流量，提高公司跟個人品牌價值，遇見剛知道你又有影響力的人，而如果你需要這些那當然得付出些時間跟努力。

If you plan out what you want to write about in advance (create topics then to headings to structure your article. You’ll notice on this one I started with mine … Why, What, Where, How and then I later added When & What Next) then it’s really about writing.  Structure helps enormously.  If you need some help with the creative process read this.

如你想寫得更好(除了主題外還要好好地組織結構，你可留意我剛剛所寫的Why, What, Where, How, When & What Next) 好的結構影響甚大，如果你需要協助注意下列文字。

I write for about 45 minutes to an hour in the first pass.  I usually then re-read, edit, spell check and add links.  This usually takes another 20-30 minutes.  I then always add an image.  I think this is a nice touch.  Just staring at text is a bit boring and I find that the image can add humor and/or drive people in.

我第一遍先寫個45分鐘到1小時，然後我重讀、編輯、檢查拼音與增加連結，這大概花我20-30分鐘，然後我一定會加圖片，這會讓人更有感覺，只看文字很容易無聊，我發現圖片可帶來些幽默感並吸引人點進。

6. What Next?

Then there’s comments.  You HAVE TO respond to comments.  Do yourself a favor and install Disqus. It makes a huge difference in driving a comment community.  If you want the details on why I covered it here.

有些人會留下評論，你"必須"回應他們。幫自己一個忙安裝Disqus，他能在回覆上幫你大忙。

First, it’s the most fun part of blogging.  It’s addicting like Twitter.  It’s where you exchange ideas with other people.  It’s where your community gets to know you.  It’s where you build loyalty and relationships.  I have met many people in person who were first commenters on my blog.  I find it frustrating if I leave comments on somebody’s blog and they never respond.  If somebody found your blog and took the time to comment then they’re like a customer who should be cherished. Responses to them are like customer retention. It’s also where you’ll learn. People will tell you when you’re full of shit.

回覆是寫網誌最有趣的事情，就像對推特上癮，讓你能跟其他人交換意見、讀者更加認識你、建立忠誠度與關係。我曾跟第一個留言者私下碰面，我也發現如果我在其他人網誌留言但沒被回應是很沮喪的事。若有人花時間留言你得把它當成客戶好好珍惜，就像在做顧客關係維護，這也是個學習機會，它們會告訴你你何時像陀大便。

Appendix: Traffic Hacks: 附錄

Commenting on other blogs – you need to comment on other people’s blogs.  First, it is a place where your comment will often link back to your blog where it can drive traffic.  Occasionally, and not overtly, and only if relevant you can provide a comment with a link back to an article in your blog.  Don’t do this often, don’t be blatant and make sure it’s relevant.

在其他人的網誌留言:首先，你去留言的話也可將流量導回你的網誌，有時候，某些跟你有關的事你也能提供你的網誌連結。不過別常常這麼做，別太明目張膽，也要先確認兩者是有關的。

Linking to other blogs – For example, many people know that I love VentureHacks because it’s a great resource for entrepreneurs and I think that Babak Nivi is a star.  Notice I’ve linked to his website.  If he tracks his blog (which I’m sure he does) he’ll see this link.  If he has a Google Alert on his name (everyone does) then he’ll also get that.  Don’t be over the top gushing and creepy.  Be subtle.  Don’t overtly tell everyone you link to, “I linked to you, check out my article!”  Assume that over time if you write compelling content they’ll eventually check you out.

連到其他人的網誌:舉例而言，很多人知道我喜歡 VentureHacks，因其是創業家可用的資源，Babak Nivi我相信也是個Star，那我也附一條連結連過去，如果他有追蹤(我想他一定有)他就會看到這連結，如果他在Google Alert有留名他也能知道。但不要弄得一副裝腔作勢與令人毛骨悚然，隱約一點，別全盤托出連結去向 "連向你囉，也過來看看吧!" 只要你內容夠格總有一天他們會過來的。

Covering relevant people in your blog in an authentic way – If your blog covers topics in your industry it’s likely that you’ll be able to write about some people and companies that you want to be aware of your blog.  Don’t Tweet @ them telling them you covered them. Don’t email them saying you covered them. Just talk about their company. If you write good articles over time and do this often enough people will notice.

在網誌中提及相關人物: 如果你的網誌有談及你的產業，你大概會寫到該產業的人與公司，但別推特、email給他們說你有聊他們，請專注這間公司上就可以了，常常這麼做跟寫好文章人們就會注意你囉。

Tweet support - What I did in the early days was to enlist Tweet support.  I would occasionally ask people that I was close with to retweet my posts.  I tried to mix it up in order to not ask the same people often.  I would send out emails with the Tweet text already written so that they just had to cut-and-paste.  As my blog started getting authentic traffic I stopped asking for this help very often.

推特支援: 早期我有列出推特支援，我還會請親近的朋友回推，並避免重複請同一個人回推，那我會寫好內容email過去，讓他們剪下貼上即可，但當網誌流量穩定後我就比較少要他們這麼做囉。

Guest authoring – Once you have a bit of credibility as a writer a great strategy to drive traffic is to write guest posts for relevant bloggers in your sphere of influence.   If you run BakeSpace and blog about food why not contact some of the local food blogs and see whether you could submit guest articles.  Most people are delighted to have the free content.  In return all you ask for are links back to your blog and to your Twitter account.  Slowly and surely these will add users, of which some will come back on a regular basis.

客座作者: 當你有點知名度後有個策略是位相關網誌當客座作者。如果你開BakeSpace就跟幾個美食網誌聯繫看能否寫些文章給他，大多數人是很樂意有免費的好文章來增光的，且你要的回饋也不多，只是上連結回你的網誌跟推特，慢慢地就能增加讀者，養出收視群。

http://www.bothsidesofthetable.com/2011/03/27/why-startups-need-to-blog-and-what-to-talk-about/