昨天哥们发给我一个视频，说是张朝阳上街去采访了，偶不信，观之，果然。张朝阳在我心目中一直是不拘一格的率真爷们，不过亲自上大街采访还是出乎我意料，毕竟是太出名的人物，更何况还是在他奋斗十年的地方–北京。张朝阳的搜狐是中国第一家互联网公司，去年搜狐十周岁，老张作为奥运官网首席记者上街采访，既有奥运参与，更有的是游目骋怀、遥想朝阳当年的英雄感慨。

我好奇地看完了搜狐娱乐上的张朝阳采访的视频片段，老张的样子和走路时拽拽的神态，确实如他自己所说现在过得挺爽的。10年前张朝阳回国创业的时候，我还在高中上学，我们家乡县城里只有两三家能上网的网吧，那个时候哪个同学家里有电脑兼职让人嫉妒的很啊。十年后的今天，笔记本都这么普及了，我刚才看老张的视频非常流畅，北京部分新建社区adsl带宽已经升至4M，上网看奥运肯定不卡。

老张采访间说的一段话，让我看到这位潇洒爷们的深厚民族情结。

“现在外资品牌汽车遍布街头，很惨啊，当时汽车工业合资的政策，国有企业谈判都没有品牌概念，尽管占有49%股份，但没有任何品牌，都是不懂市场经济所犯下的教训，吃的亏。“—张朝阳。

张朝阳的这小段话告诉我们为什么前几天他说搜狐奥运报道不计成本，他不在乎钱多，在乎的搜狐的品牌。这很了不起，我并非拍马屁，大家看下多少民族企业的衰落故事，我们的太多民族企业在做买卖而非做事业、做长久品牌，做企业不是做买卖，我们的民族企业有多少在市场短暂诱惑下倒下。所以，笔者虽然觉得老张有些冒险，但是十分支持老张，万分敬佩朝阳，他是想让自己的搜狐做百年老店。

不说了，老张的采访视频你们自己找，我抓紧看完《亮剑》，喜欢李云龙那股劲。

搜狐一季度财报超过新浪，千年老二终于超过老大哥了，业界很多博客认为搜狐的时代到了，新浪不行了，真的是这样吗？

其实不是的！为什么呢？

搜狐财报的接近一半收入来自网游，而不是张朝阳所说的矩阵内容，搜狐越来越像网易了，变成了游戏公司，而不是媒体公司。但是一款游戏的生命周期最多几年，《天龙八部》也逃不出网游的生命周期，网游给搜狐带来了快钱，这种快钱的持续性还有待考验。同时网游公司太多了，竞争越来越激烈，webgame也开始抢粮，谢文老师曾提过中国网游收入占主流是绝对病态的。

与搜狐相比，新浪的媒体地位一直非常稳固，博客开始尝试广告系统，也开始进行全面2.0升级，他们的内容力没有削弱，所以他们的核心竞争力依然非常的强大。而搜狐面临着业务多元化带来的麻烦，公司有可能被财报带到未知领域，网易虽然网游赚钱，但是网易的内容力确实比新浪差远了。新浪因为新媒体老大的品牌优势而非常安全，慢慢地寻找模式和盈利点，而不是去冒险，曹国伟很小心，不过新浪确实很需要曹国伟这样的细心大管家。

新浪最近在做什么？

新浪的博客广告联盟已经开始运行了，目前他们推出了新浪空间来整合内容，同时还在秘测新浪魔方。新浪魔方是一个把新浪产品完美聚合的客户端软件，体验很好，功能很实用，很值得期待。新浪在做网页游戏，新浪博客推出了积分体系，这个体系很值得关注。

搜狐在面对财报诱惑时候，要更加冷静，决策应该更加小心，不可骄傲，新浪还没有败，曹国伟也没有败，战斗还没结束。

笔者动笔时，奥运报道官网已经报道“圣火已经安全通过火山”。今天圣火从约阿尼纳出发，开始希腊第三天的传递。火炬从约阿尼纳出发后，前往距离此地大约57公里路程一个名为迈措翁的高山小城。火炬大概经过2个小时以后抵达迈措翁，这时，路上的积雪已经被清空，很多希腊居民前来观看火炬点燃他们当地圣火台的仪式。

这次奥运报道官网也就是搜狐网派出了空前强大的阵容，记者团队由搜狐的董事局主席张朝阳亲自领衔，著名国际影星章子怡被邀请为此次奥运报道团的特约记者。众所周知，张朝阳是一位登山运动爱好者，去年刚刚成功攀登了玉珠峰，而此次亲自挂帅报道团，可谓把运动爱到底，一个真正的奥林匹克运动的爱好者，首席记者当之无愧!

搜狐奥运报道不仅仅是搜狐的奥运报道，这是中国互联网第一次近距离亲密接触奥运， 张朝阳作为火炬接传递的观礼嘉宾是 中国 互联网 的 第一人 ，搜狐代表中国互联网去报道奥运，很好很强大!据悉希腊 雅典省奥林匹亚市中国驻希腊大使馆为搜狐提供的支持 规格非常之高，也非常细致，这是中国互联网史上绝无仅有的礼遇。

互联网已经成为世界经济和社会最重要的部分之一，21世纪是属于互联网的世纪，搜狐奥运报道受到的礼遇说明了这一点。搜狐奥运报道官网2008.sohu.Com一直对圣火传递过程进行着详细的图文、视频跟踪报道，现代互联网科技的应用在这次搜狐奥运报道中得到体现，这也正符合他们的CEO张朝阳对搜狐是一家技术驱动公司的核心理念。

眼看快到凌晨了，不知道张大记者和章大记者在雅典进展如何，祝愿他们早日把圣火带回中国。2008 沸点正在逐步到来，激动着，关注着 ……

2007年已经走过，回首2007，展望2008，他们给我们留下深刻的记忆，他们在改变着中国互联网，所以我们有理由给这些人鲜花和掌声。一个伟大的时代总是涌现一个个英雄，一个伟大的网络更是有一位位时代骄子，现选出2007年中国互联网十大杰出青年如下：

第一名：马云

马云，外号“马大帅”，浙江人，号称“中国电子商务教父”，从一个英语老师走到一个让人高山仰止的巅峰。2007年，阿里巴巴成功上市，并创下中国互联网企业市值之最，手握20亿美元现金的马云又开始做阿里妈妈。阿里妈妈是一个新型广告平台，并且短时间内成为该领域前三名。财散人聚，马云有博大的胸怀，一个了不起的东方小个子。

第二名：张朝阳

张朝阳，他永远都是焦点，他总是挑战着人们的观念，他的搜狐已经走过10年。2007年，张朝阳花数亿美元购买了豪华游艇，网络游戏天龙八部成功运营，奥运搜狐可能把搜狐带入全新的高度。2007年，搜狐博客开放api，成为中国首个开放接口的门户站点。开放将是2008年的一个大主题，张朝阳明智而大胆，值得敬佩。

第三名：史玉柱

史玉柱，一直是一个备受争议的人物，不过不能掩盖他是一个杰出的人物。2007年征途上市，神奇的人物史玉柱在脑白金成功后，在网络游戏领域快速成为巨人。史玉柱，很强大。

第四名：许朝军

许朝军，基本上还算是80后，目前是校内网的负责人，中科大少年班出来的神童。校内网短短时间内成为国内最大的sns社区，facebook奇迹正在中国上演，许朝军就是一个领导者。

第五名：刘兴亮

刘兴亮，过去的一年十分火爆，人气旺旺，他为人平和，开创了IT龙门阵活动，使得大江南北的IT人能够有机会聚到一起交流心得，让创业者相互交流，让新手学到经验。刘兴亮本人向来生活节俭，经常帮助来北京闯荡的年轻人，来自江西的有志青年詹鹏每逢过节都被刘兴亮带回家一起吃节日饭，詹鹏好几次边说边激动地流眼泪。刘兴亮作出的贡献不是用金钱的数量来衡量的，只能让历史来评说。

第六名：戴志康

戴志康，康盛创想的创始人，80后，对web2.0的理解非常的深刻，他的discuz代表了中国php开发的一大阵营，论坛产品已经被很多著名网站采用。戴志康的产品改变着中国互联网，他是一个看不见的互联网引擎。

第七名：达贝妮

达贝妮，美女CEO，81年，pcpie视频搜索的CEO，对视频这一高技术含量的领域敢于开拓，达贝妮勇敢无畏，而且作出了很多创新性的东西，值得称道。

第八名：杨守斌

杨守斌，从一个传统企业的成功企业家转换到一个互联网行业的CEO，胆识过人，山东大汉，勇气与智慧于一身。他创建了家里会网站，成为传统行业投入互联网怀抱的O。

第九名：王航

王航，好大夫在线的创办人，前奇虎副总裁，当年雅虎一搜的总经理。王航创办好大夫在线的原因，据说是妻子生孩子时候找大夫费了好大的劲，所以自己下决心做一个好大夫在线，让人们很容易找到好大夫。

第十名：陈中

陈中，不是大老板，不是CEO，他是搜狐的一名编辑。他考虑自己所在的网编群体，创建了一家叫鞭牛士的网站，专门关注网编们的故事、情感、工作等等，并迅速取得了网编群体的认可，据传鞭牛士已经被人花了50万美元收购。

注解：如果有哪位朋友对排名不满，请联系我进行竞价排名，本排名可根据百度搜索排名规律，对排名进行人工干预。

杨致远在致股东的信中最后说道：“This is a great company and we are moving quickly to make it even better.”笔者心中不觉地产生一阵酸楚的感觉：杨致远作为华人的骄傲，我始终充满着敬意和期待，不过作为一个独立的评论分析人，我认为雅虎的独立性是最重要的，伟大并不意味着不可颠覆，因为曾经的altavista也很伟大、netscape很伟大、DOS很伟大。

胡紫薇事件让国人重新审视价值观的问题，一个世纪大国应该能够输出价值观。其实，一个伟大的公司何尝不是的呢？谷歌的成功很大程度上取决于他们的价值观，因为笔者认为企业的价值观决定着企业的组织结构和文化。谷歌的理想主义和长尾认识成就了他们的持久的创新力和市场驱动力，而反观雅虎则是跟着屁股走、创新力低下，同时雅虎的文化与价值观也变得臃肿和迷茫，雅虎的高层的判断上总是落伍。

裁员是正确的，但是不能只是财报的原因！雅虎的结构不如谷歌更贴近网络，笔者甚至怀疑：雅虎的高层自己是否对雅虎文化的未来有清晰的构想？

杨致远与张朝阳

笔者之所以把它们放在一起，是因为雅虎的困境也曾经困扰过张朝阳，搜狐过去一年的变化有目共睹，张朝阳的选择是正确的。反观雅虎，杨致远也应该果敢些，认清形势，果断出手，如果过于忧虑，把太多精力放在为华尔街烦恼，那么雅虎就是相当危险的。

如果雅虎高层决策能力一直落后，那么雅虎根本不值400亿，笔者认为互联网公司的核心是价值观与人才，而雅虎这两方面都不具备优势，同时雅虎的产品策划与推广存在严重问题，我对杨致远说雅虎是用户滞留时间最长的网站非常怀疑。雅虎的高层似乎不知道雅虎的方向，他们推荐长尾理论但是自己没有实践，而谷歌却知道蚂蚁雄兵的道理。

收购对马云的影响

收购如果成功，杨致远未必是雅虎的CEO，那么马云也是有可能离开阿里巴巴，但是笔者认为收购对阿里集团有好处。虽然阿里是oracle的用户，但是马云的电子商务资源对于微软是可以想到的，微软有很多产品要卖。不过，刚忙完上市的马云恐怕不愿意换伙伴——一个垄断了一个时代的伙伴。

雅虎需要新形象、新口号

其实柳华芳是个很呆板的人，不过现在的年轻人都不像我那样，现在的年轻人与过去很不同，笔者有理由认为雅虎需要根据各国各年龄的社会心理来重新审视一下自己的价值观。

雅虎很伟大，但并非不可颠覆。一个女人选择男人并非看他多么雄伟，而是他是否能给她快乐。

不看历史的人，经常重复历史；沉溺于历史的人，经常被历史遗弃！

————————————————————————————————————杨致远原信：——

Yahoo has just released the following letter to shareholders outlining its reasoning for rejecting Microsoft’s offer to buy the company. In it, CEO and co-founder Jerry Yang emphasizes Yahoo’s strengths as both an online destination and an advertising network, and argues that Yahoo is better off going it alone than combining with Microsoft. He states: “The global online advertising market is projected to grow from $45 billion in 2007 to $75 billion in 2010. And we are moving quickly to take advantage of what we see as a unique window of time in the growth - and evolution - of this market to build market share and to create value for stockholders.”

He says that even though Yahoo is the No. 1 Web destination, his goal is to increase visits by 15 percent annually. Re-emphasizing his strategy of being the key starting point on the Web, he adds, “we are particularly excited about our growth prospects in mobile, the biggest emerging starting point in the world.” (We could have told you that). All in all, the letter is pretty much a formality without any major new arguments, but it does put Yahoo’s best face forward to its shareholders. We’re No. 1, Yang is saying, and we don’t need Microsoft. What he doesn’t explain is how Yahoo got into this pickle in the first place.

Here is the full text of the letter:

Dear Stockholders,On February 1, 2008, Microsoft made an unsolicited proposal to acquire your company. As much has been reported in the press recently, I wanted to reach out to you personally to let you know why your Board of Directors, after a careful review by Yahoo!’s management along with our financial and legal advisors, believes that Microsoft’s proposal substantially undervalues Yahoo! and is not in the best interests of our stockholders.Most importantly, I want you to know that your Board is continuously evaluating all of Yahoo!’s strategic options in the context of the rapidly evolving industry environment, and we remain committed to pursuing initiatives that maximize value for all our stockholders.We have a unique combination of strengths

– Yahoo! is one of the most recognizable and admired brands in the world. We have over 500 million users (nearly 1 out of every 2 internet users worldwide). In the U.S., we are # 1 in many of the most used online services including personalized home pages, mail, news, music, shopping and travel. Because we have leadership positions in so many indispensable online services, users spend more time on Yahoo! sites than anywhere else online.

– Yahoo! is an attractive partner for marketers. Yahoo! is #1 in online display advertising, which represents 90% of the advertising inventory on the web, and we are also a leader in search marketing and a pioneer in the growing fields of mobile advertising and online video advertising. Through Yahoo!, advertisers can now connect with consumers on our owned sites as well as those of our growing network of partners including eBay, Comcast, AT&T, a consortium of over 600 newspapers, Forbes.com, Cars.com, WebMD and more.

– Yahoo! has the financial flexibility to execute our plans, thanks to our healthy cash balance, which exceeded $2 billion as of December 31, 2007, and our substantial operating cash flow, which we expect to grow double digits in 2009.

– Yahoo! has made important investments in our core computing infrastructure enabling us to dramatically increase the speed of our search engine updates even while handling vast and growing quantities of data.

– In addition, we have the added value of our substantial, unconsolidated investments in Japan and China. We have substantial positions in Yahoo! Japan, the leader in its market, and Alibaba, which is strongly positioned in China, a market with enormous growth potential.

These assets–our brand and its audience, our relationships with marketers, our financial strength, our technology, and our strategic investments–are the core of our value and our leadership position in the industry.

We have a huge market opportunity - and are uniquely positioned to capitalize on it

The global online advertising market is projected to grow from $45 billion in 2007 to $75 billion in 2010. And we are moving quickly to take advantage of what we see as a unique window of time in the growth - and evolution - of this market to build market share and to create value for stockholders.

We are executing our strategy - and making headway

We have taken significant but disciplined steps to refocus our business on our objectives to become the starting point for the most consumers and the must buy for the most advertisers and enhance Yahoo!’s long-term performance.

Starting Point Objective: Our goal is to grow visits to key Yahoo! starting points and properties, where users enter the Internet, by 15% per year over the next several years. We are the most visited site in the U.S., and we continue to grow - we experienced double-digit growth in U.S. users in 2007 on our Yahoo.com home page.

In addition to traditional starting points on the PC - including our home pages, mail, My Yahoo! and search, we are particularly excited about our growth prospects in mobile, the biggest emerging starting point in the world. Globally, there are twice as many users of mobile devices as users of personal computers, and mobile advertising is projected to grow substantially in the coming years. We have an important competitive edge as the number one mobile destination in the U.S., and we are building a superior mobile experience for Yahoo! users globally so we can further capitalize on this opportunity.

Must Buy Objective: We are working to make online advertising easier and more effective for marketers, opening up new ways for them to connect with consumers. We’ve successfully completed the global roll-out of our search marketing system, Panama, which improved the search experience for our users, boosted returns for our advertisers, and increased revenue for Yahoo!. Last year, we bought Right Media, an exchange that enables buyers and sellers of online advertising to come together. Another 2007 acquisition, Blue Lithium, brings us best-in-class performance marketing capabilities, complementing Yahoo!’s existing offerings for advertisers. We also integrated our search advertising and display advertising sales forces, creating a one-stop shop for all of advertisers’ online marketing needs. All of these - Panama, Right Media, Blue Lithium, and our combined sales efforts - complement and enhance Yahoo!’s existing capabilities and will make it easier for advertisers and online publishers to buy and sell advertising online.

We are also creating a unique and valuable network of premium websites to serve our advertisers. We are making it easier for our advertisers to provide interesting and relevant offers to our users by combining advertising space on Yahoo!’s owned sites with that from a growing group of premium partners including eBay, Comcast, AT&T, a consortium of over 600 newspapers and many others.

As we reach more users both on our own websites and on the sites of our premium partners, and better monetize the ad space on Yahoo!’s owned and operated sites, we are striving to increase the percentage of total online advertising demand we touch from an estimated 15% in 2007 to 20% over the next several years.

These key strategies will be enhanced by our adoption of new, more open technology platforms that will encourage the development of new applications and the involvement of third-party developers - and help enrich the user experience.

We have accomplished a great deal in a very short time - and we are focused on building this momentum

Today, Yahoo! is a faster-moving, better-organized, more nimble company than it was just a few months ago. We have redeployed our resources to drive Yahoo!’s key strategic priorities - taking important steps to streamline our organization and close down or scale back businesses that don’t support these critical growth initiatives. The fact is that we are well on our way to transforming the experiences of Yahoo!’s users, advertisers, publishers and developers - an important shift that is at the heart of our plan to create stockholder value.

I want you to know that the Yahoo! Board of Directors and management team remain committed to pursuing initiatives that maximize value for all our Yahoo! stockholders. This is a great company and we are moving quickly to make it even better.

Jerry Yang