IS TENCENT one of the world’s greatest internet firms? There are grounds for scepticism. The Chinese gaming and social-media firm started in the same way many local internet firms have: by copying Western success. QQ, its instant-messaging service, was a clone of ICQ, an Israeli invention acquired by AOL of America. And unlike global internet giants such as Google and Twitter, Tencent still makes its money in its protected home market.
騰訊是世界上最 大的互聯(lián)網(wǎng)公司之一嗎?有持懷疑態(tài)度的理由。這個(gè)中國(guó)游戲和社交媒體公司跟許多本土互聯(lián)網(wǎng)公司一樣以同樣的方式起步：通過(guò)抄襲西方的成功模式。騰訊的即時(shí)通訊服務(wù)QQ是一家被美國(guó)AOL收購(gòu)的以色列發(fā)明的ICQ的翻版。而區(qū)別于谷歌和twitter等全球互聯(lián)網(wǎng)巨頭，騰訊仍然只在受保護(hù)的本土市場(chǎng)圈錢。
Yet the Chinese firm’s stockmarket valuation briefly crossed the $100 billion mark this week for the first time. Given that the valuation of Facebook, the world’s leading social-media firm, itself crossed that threshold only a few weeks ago, it is reasonable to wonder whether Tencent is worth so much. However, Tencent now has bigger revenues and profits than Facebook. In the first half of this year Tencent enjoyed revenues of $4.5 billion and gross profits of $2.5 billion, whereas Facebook saw revenues of $3.3 billion and gross profits of $935m.
然而，這家中國(guó)公司的股市估值這周首次超過(guò)了1000億美元大關(guān)。鑒于全 球領(lǐng) 先的社交媒體公司facebook的估值只在幾周之前才跨過(guò)這道門檻，所以換衣騰訊的市值是有 道理的。然而，騰訊現(xiàn)在的收入和利潤(rùn)都比f(wàn)acebook多。今年前半年騰訊營(yíng)收達(dá)到45億美元，而總利潤(rùn)達(dá)到25億美元，而facebook營(yíng)收只有33億美元，總利潤(rùn)只有9.35億美元。
The Chinese firm’s market value reflects the phenomenal rise in its share price. A study out this week from the Boston Consulting Group found that Tencent had the highest shareholder total return (share-price appreciation plus dividends) of any large firm globally from 2008 to 2012—topping Amazon and even Apple.
這家中國(guó)公司的市場(chǎng)價(jià)值反映在其股價(jià)的驚人崛起上。這周波士頓咨詢集團(tuán)的一項(xiàng)研究發(fā)現(xiàn)，自2008年到2012年，在全球所有大公司中，騰訊擁有最 高的股東總回報(bào)(股價(jià)升值加上分紅)，超過(guò)了亞馬遜甚至蘋果。
Tencent has created a better business model than its Western peers. Many internet firms build a customer base by giving things away, be they search results or social-networking tools. They then seek to monetise their users, usually turning to online advertising. Google is a glorious example. Other firms try to make e-commerce work. But as the case of revenue-rich but profit-poor Amazon suggests, this can also be a hard slog.
騰訊比起西方同行創(chuàng)造了一個(gè)更好的商業(yè)模式。許多互聯(lián)網(wǎng)公司基于送給人們東西作為搜索結(jié)果或者社交工具來(lái)讓其成為消費(fèi)者。他們接著尋求在他們用戶身上套現(xiàn)，通常是提供在線廣告。谷歌就是一個(gè)光輝典范。其他公司嘗試電子商務(wù)活動(dòng)。但是收入豐富但是利潤(rùn)甚微的亞馬遜表明這也是一條艱難的路。
Tencent does give its services away: QQ is used by 800m people, and its WeChat social-networking app (which initially resembled America’s WhatsApp) has several hundred million users. What makes it different from Western rivals is the way it uses these to peddle online games and other revenue-raising offerings.
騰訊也給用戶提供服務(wù)，有8億人使用QQ，其微信社交應(yīng)用(最初類似于Whatsapp)有幾百萬(wàn)用戶。其區(qū)別于西方對(duì)手的招數(shù)在于使用這些工具兜售在線游戲以及其他增加收入的服務(wù)。
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