????社會(huì)新聞媒體BuzzFeed擁有1.5億熱情的年輕讀者,，讓許多傳統(tǒng)傳媒公司羨慕不已,。今年早些時(shí)候，這家公司甚至吸引了一份來自迪斯尼公司(Disney)的收購要約,。

????在科羅拉多州阿斯彭召開的《財(cái)富》科技頭腦風(fēng)暴大會(huì)(Fortune Brainstorm Tech)上,，BuzzFeed創(chuàng)始人兼首席執(zhí)行官喬納?柏瑞迪表示，雖然即使BuzzFeed打算繼續(xù)保持私營身份,，但是迪斯尼依然是一家值得款待的公司,。“（迪斯尼公司CEO）鮑勃?伊格爾是一個(gè)令人印象深刻的人,，我喜歡跟他聊天,，”他說?！叭绻腥四苷f服喬治?盧卡斯賣掉盧卡斯電影公司(Lucasfilm),，說服史蒂夫?喬布斯賣掉皮克斯動(dòng)畫工作室(Pixar)，那就非常值得跟他共進(jìn)晚餐,?！?/p>

????今年早些時(shí)候，BuzzFeed發(fā)布的《紐約時(shí)報(bào)創(chuàng)新報(bào)告》(New York Times Innovation Report)概述了“灰色女士 (譯注：紐約時(shí)報(bào)別稱)”在其轉(zhuǎn)型為一家數(shù)字媒體公司的征途中所面臨的種種挑戰(zhàn),，引起了傳媒界的巨大關(guān)注,。這份報(bào)告多次提及BuzzFeed自身，以及Vox Media和Upworthy等數(shù)字媒體初創(chuàng)公司,。

????柏瑞迪說,，他實(shí)際上認(rèn)為《紐約時(shí)報(bào)》對自身過于嚴(yán)苛,。要是他來撰寫這份報(bào)告，它就不會(huì)重點(diǎn)闡述《紐約時(shí)報(bào)》欠缺的各類高科技產(chǎn)品,。他說：“他們面臨的挑戰(zhàn)不是需要增加一些競爭對手具備的功能,，而是如何轉(zhuǎn)向數(shù)字化?！?/p>

????“各類傳媒公司經(jīng)常犯的一個(gè)大錯(cuò)是,，他們都想變成不符合自身業(yè)態(tài)特征的事物。人們總是迷戀（競爭對手）,。如果你是一家電視臺(tái),，你總想上線，實(shí)現(xiàn)酷酷的網(wǎng)絡(luò)化生存,，”他說,。“如果你是一家在線媒體,，你又打算購買和制作原創(chuàng)節(jié)目,。”

????“總的來說,，模仿BuzzFeed不是一個(gè)好戰(zhàn)略,，”柏瑞迪補(bǔ)充道,?！白呦虺晒Φ淖顑?yōu)路徑是，想一想自己真正擅長的東西,，然后全力開拓這些領(lǐng)域,。”

????《紐約時(shí)報(bào)》不可能效仿BuzzFeed最近在做的一件事情——?jiǎng)h除一些舊文章,。多媒體博客站點(diǎn)Gawker本周早些時(shí)候報(bào)道稱,，BuzzFeed在2010年到2011年期間發(fā)布的某些文章已經(jīng)從這個(gè)網(wǎng)站上消失了，因?yàn)樗鼈儾环显摼W(wǎng)站目前的“編輯標(biāo)準(zhǔn),?！?柏瑞迪在《財(cái)富》科技頭腦風(fēng)暴大會(huì)的舞臺(tái)上發(fā)言稱，這些文章源自BuzzFeed的早期版本,。在后來聘請的總編本?史密斯的引領(lǐng)下,，Buzzfeed已經(jīng)轉(zhuǎn)變?yōu)橐患覍I(yè)新聞機(jī)構(gòu)。

????這些文章是在BuzzFeed成立新聞編輯部,、編撰寫作風(fēng)格手冊,、組建一支記者團(tuán)隊(duì)之前發(fā)布的?！八畈欢嗫梢哉f是另一家公司的產(chǎn)品,，”他說,。“我們隨后轉(zhuǎn)型成了一家新聞機(jī)構(gòu)——從一個(gè)實(shí)驗(yàn)室轉(zhuǎn)變成了一家創(chuàng)造專業(yè)內(nèi)容的新聞網(wǎng)站,?！保ㄘ?cái)富中文網(wǎng)）

????譯者：葉寒

????With its engaged audience of 150 million young readers, BuzzFeed has been the envy of many traditional media companies. Earlier this year, the company has even attracted an acquisition bid from Disney DIS -0.70% .

????At the Fortune Brainstorm Tech conference in Aspen, Colo. today, BuzzFeed’s founder and chief executive Jonah Peretti said Disney was worth entertaining, even if BuzzFeed plans to stay private. “[Disney CEO] Bob Iger is a very impressive guy, and I enjoy talking to him,” he said. “And if someone can convince George Lucas to sell Lucasfilm and Steve Jobs to sell Pixar, they’re worth having dinner with.”

????Earlier this year, BuzzFeed made waves in the media industry by publishing the New York Times Innovation Report, an internal document that outlines the paper’s challenges in transforming The Gray Lady into a digital media company. BuzzFeed itself was referred to several times in the report, along with digital media startups such as Vox Media and Upworthy.

????Peretti said he believes the Times was actually too hard on itself. If he were writing the report, it wouldn’t be focused on the various tech products that the Timeslacks. ”The challenge is not that they need some feature some competitor has. It would be about the shift to digital,” he said.

????“One big mistake people make across all of business is to want to become what you’re not. People get obsessed with [their competitors]. If you’re in TV, you want to be online and be cool and webby,” he said. “If you’re cool and webby, you want to buy and produce original shows,” he said.

????“Copying BuzzFeed in general is not a good strategy,” Peretti added. “The best way to success is to think of what you’re really good at and extend yourself in those areas.”

????One thing BuzzFeed did recently, which the New York Times would not likely copy, is delete some old articles. Earlier this week Gawker reported that several BuzzFeed posts from 2010 and 2011 had disappeared from the site because they did not meet the site’s current “editorial standards.” On stage at Brainstorm Tech today, Peretti said those posts were from an earlier version of BuzzFeed, before the company hired editor-in-chief Ben Smith to turn BuzzFeed into a professional news organization.

????Those posts were done before BuzzFeed had a copy desk, a style manual, and a team of reporters. “It was almost the product of a different company, like before our pivot,” he said. “[It was] before we pivoted to being a journalistic organization—from a lab to being a place that creates professional content.”