For LinkedIn Corp. Chief Executive Jeff Weiner, the latest technology boom
hopefully won't turn out to be a bust.
在LinkedIn Corp.首席执行长杰夫•韦纳(Jeff Weiner)看来,科技行业最近的这次繁荣到头来应该不会是一场泡沫。
LinkedIn -- a social
network aimed at professionals -- was among the first of a new crop of Web firms to go public this year. Its shares more than doubled on its first day of trading in May on the New York Stock Exchange, igniting
excitement for a slew of other Web company IPOs.
LinkedIn是一家面向职业人士的社交网站,它是今年上市的新一批网络公司之一。5月份在纽约证券交易所(New York Stock Exchange)的首日交易中,其股价涨了一倍多,这让投资者对另外一众网络公司的IPO感到兴奋异常。
But LinkedIn's soaring stock price and
valuation of close to $8
billion has sparked questions about whether sky
rocketing
valuations for many Web companies can be sustained. LinkedIn recently reported second-quarter
earnings of $4.5 million, up 5.1% from a year earlier, and
revenue of $121 million, more than double from a year ago.
但LinkedIn飙升的股价和接近80亿美元的估值,让人怀疑很多网络公司急剧上升的估值能不能够维持下去。LinkedIn最近报告第二季度利润450万美元,较去年同期增长5.1%;收入1.21亿美元,超过去年同期的两倍。
The site, where people post resumes and exchange messages with colleagues, business contacts and recruiters, has 120 million members.
LinkedIn网站让用户上传简历并与同事、业务联系人和招聘单位交换信息,它的用户数量有1.2亿。
In an
interview at the company's Mountain View, Calif.,
headquarters, Mr. Weiner, a 41-year-old former Yahoo Inc.
executive who became LinkedIn CEO in 2009, discussed how going public has
affected his company and whether there is another tech
bubble in the works.
现年41岁的韦纳曾在雅虎(Yahoo Inc.)担任高管,2009年成为LinkedIn的CEO。他在公司位于加州山景城的总部接受采访,谈及上市给公司带来了哪些影响,以及是不是有一场新的科技泡沫正在酝酿。
Edited Excerpts:
以下是经过编辑的访谈节录。
WSJ: How did being the first major Web IPO this year
impact the offering?
《华尔街日报》:LinkedIn是今年第一个举行IPO的重要网络公司。这对它的上市有何影响?
Mr. Weiner: When we
actually went public, the
amount of attention and
energy that went into covering the event was
definitely a surprise and it lifted the company's
profile to another level.
韦纳:当我们真正上市的时候,媒体报道这一事件的关注程度和所费精力无疑是超出我们预料的,这把公司的形象提升到了新的高度。
WSJ: How do you keep your employees focused on the product and not the stock price?
《华尔街日报》:你怎样让员工专注于产品而不是股价?
Mr. Weiner: Several years ago, I was
reading an article about the Duke Blue Devils that mentioned that every time Coach K's [Mike Krzyzewski's] team goes up and down the court, no matter how strong or how poor the
outcome, he says the same two words: next play. He doesn't want his team spending too much time celebrating something that went right or lamenting something that went wrong.
韦纳:几年前我读一篇有关杜克大学蓝魔队(Duke Blue Devils)的文章,其中提到,教练沙舍夫斯基(Mike Krzyzewski)率领的团队每次进出球场,不管结果有多好或者是多坏,他说的都是两个词:下场比赛。他不希望自己的团队用太多的时间去庆祝某种好的东西,或者是抱怨某种不好的东西。
WSJ: Companies like Facebook have said they are in no rush to go public. Are there downsides to waiting?
《华尔街日报》:Facebook等公司曾说它们不急于上市。按兵不动有没有坏处?
Mr. Weiner: One of the reasons you've seen a shift in terms of the lack of urgency to go public, say compared to 10 years ago, is because you now have these deep-pocketed private
equity companies that are
capable of providing liquidity. I think the
challenge over time is you can't
necessarily create the right kind of systemic liquidity. What you've found in Silicon Valley is a number of companies enacting policies that limit the windows in which their employees can trade the stock on the
secondary markets. As a result, between that and between the lack of information flow that would
normally take place as a public company, you're not
necessarily getting
efficientvaluations.
韦纳:之所以现在有公司变得不急于上市,比如说,相比10年前来说,一个原因是因为现在有了这些财力雄厚的私募股权投资公司,它们有能力提供流动资金。我认为,一段时间过后,你的挑战是你不一定能够形成符合自身需要的系统流动性。硅谷有一些公司实施规定,限制了员工在二级市场交易股票的窗口期。考虑到这种情况,再加上它们缺少上市公司一般都有的那种信息流动,你就不一定能够得到有效的估值。
WSJ: Is LinkedIn's
valuation justified?
《华尔街日报》:LinkedIn估值合理吗?
Mr. Weiner: We're not focused on the price or the
valuation on any given day or week or even quarter to quarter. We have a long-term plan that will
unfold over many years.
韦纳:我们不关注某一天、某一周、甚至是季度与季度之间的股价或估值。我们有一个长远规划,将用多年时间来实施。
WSJ: But you say there are some
valuations that aren't
efficient. Are we in a
bubble?
《华尔街日报》:但你说有些估值是无效的。现在是不是泡沫时期?
Mr. Weiner: I think it's important to draw a
distinction between the
performance of certain
category leaders today versus some of the companies that were going public towards the end of the
initial run-up in the late '90s.
韦纳:我觉得,今天某些行业领袖的表现,与一些在90年代末首轮繁荣期快结束时上市的公司之间,一定要做一个区分。
Look at companies like Facebook, Zynga and Groupon. These companies are building real
lasting businesses and it's borne out by the success they've achieved to date. Where companies aren't
profitable, you're going to hear they're reinvesting in their platform.
比如Facebook、Zynga和Groupon。这些公司是在构筑真实的可持续业务,它们迄今已经实现的成功就可以证明这一点。如果企业并未盈利,你会知道它们是在对其平台进行再投资。
WSJ: You're
saying there's real growth; there are real business models. That doesn't
necessarily mean that the
valuations are justified.
《华尔街日报》:你是说增长是真实的,商业模式是真实的。这不一定意味着估值就是合理的。
Mr. Weiner: We'll leave
valuation to the market. But I do know that the companies today are
keenly focused on realizing their full
potential, which is quite
significant. That's in part because you now have infrastructure that connects hundreds of millions of people around the world in milliseconds that never existed previously.
韦纳:我们会把估值交给市场。但我知道,今天的企业确实是强烈关注于自身全部潜能的实现,这一点相当重要。部分原因是现在有了瞬间连接全世界亿万人口的基础架构,这在以前是从未有过的。
More importantly are the behavioral changes
taking place as a result of that infrastructure, the way in which people represent their
identity, the way in which people are connecting with others, and the way in which they're sharing information, knowledge, opinions, ideas, everything.
更重要的是这个基础架构带来的行为变化,包括人们如何表明自己的身份,如何与他人打交道,以及如何分享信息、知识、观点、创意及所有的一切。
WSJ: What advice would you give to other companies seeking to go public?
《华尔街日报》:对于其他寻求上市的公司,你有什么建议?
Mr. Weiner: A lot of the companies today that are on a trajectory
ultimately to go public will experience hypergrowth. To reframe the question a little bit, what advice would I give to hypergrowth companies? An old friend of mine once described it this way: When you send a
rocket out into space, if its
launch trajectory is off by inches, it can be off by miles out in orbit.
韦纳:今天很多走上轨道、最终将会上市的公司会经历超高增长。把你这个问题稍做改动:对于超高增长的公司,我有什么建议?一位老朋友曾经是这样说的:当你向太空发射一枚火箭时,发射轨道失之毫厘,进入绕地轨道时它就会差之千里。