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2011年5月10日星期二

Social Networks Offer a Way to Narrow the Field of Friends

Just ask Becca Akroyd. When Ms. Akroyd, a 29-year-old lawyer in Sacramento, Calif., wanted to share a picture of her new vegetable garden, she didn’t turn to Facebook. Instead she posted it on Path, a service that lets people share pictures, videos and messages with a small group.


“The people I have on my Path are the people who are going to care about the day-to-day random events in my life, or if my dog does something funny,” Ms. Akroyd said. “On Facebook, I have colleagues or family members who wouldn’t necessarily be interested in those things — and also that I wouldn’t necessarily want to have view those things.”


Path, which limits friend groups to 50, is among a new crop of Web services that allow people to connect with a handful of friends in a private group. Users get the benefits of sharing without the strangeness that can result when social worlds collide on Facebook. Other start-ups in this anti-oversharing crowd include GroupMe, Frenzy, Rally Up, Shizzlr, Huddl and Bubbla.


Even Facebook recognizes that people don’t want to share everything with every “friend.” It has privacy settings that control who can see what, but many people find these challenging to set up. So last fall, Facebook introduced Groups, for sharing with subsets of Facebook friends. And in March, it acquired Beluga, a start-up that allows sharing photos and messages with small groups privately.


Last month, Facebook said its users had created 50 million groups with a median of just eight members. It also introduced the Send button, which Web sites can use to let people share things with Facebook groups.


“We realized there wasn’t a way to share with these groups of people that were already established in your real life — family, book club members, a sports team,” said Peter Deng, director of product for Facebook Groups. “It’s one of the fastest-growing products within Facebook. Usage has been pretty phenomenal.”


Google is also working on tools for sharing with limited groups of people, according to a person briefed on the company’s plans who was not authorized to speak publicly. Slide, a maker of social networking apps that was bought by Google, recently released an iPhone app called Disco, for texting with small groups.


Google may discuss its plans in this area at a conference for developers this week. A spokeswoman, Katie Watson, declined to comment.


No one expects the start-ups in this field — most of which are new and have relatively few users — to replace Facebook or Twitter. Instead, their creators say that they do a better job of mimicking offline social relationships, and that they represent a new wave of social networking that revolves around specific tasks, like sharing photos or coordinating plans for the evening.


Shizzlr, for example, was created by two graduate business students at the University of Connecticut after they realized it was impossible to organize plans on Facebook.


“You put out a status about weekend plans and, all of a sudden, you get your uncle commenting that he wants to go hiking with you and your friends,” said Nick Jaensch, who created Shizzlr with Keith Bessette.


After users invite a few friends into a group on Shizzlr, the service grabs a list of coming events from Yelp, Google and Facebook and lets members discuss their options. The groups reach capacity at 20 people.


In the last three months, about 3,600 people have downloaded the application — a tiny number compared with Facebook’s 600 million members. But Mr. Jaensch says he is not interested in competing with Facebook.


“The people that you’ve called in the past two to three weeks are the people you actually do stuff with,” he said.


Shizzlr is just getting off the ground, but some of the other services in this field have attracted the attention of prominent investors. Path has raised $11 million from venture capitalists, including Kleiner Perkins Caufield & Byers and Index Ventures. GroupMe, which says it is handling 100 million messages a month, raised $10.6 million from Khosla Ventures, General Catalyst and First Sound, and others. AOL acquired Rally Up late last summer.


Dave Morin, Path’s founder, was an early Facebook employee, but thought the social network had grown too large and impersonal for sharing certain things. Hundreds of thousands of users have agreed and signed up for Path, sharing more than five million photos and videos so far, Mr. Morin said. Most of their groups include far fewer than the 50 friends they are allowed, he said.


“People pull out their phone and show their photos and start telling a story about their life — ‘Last week I was on vacation,’ or ‘here’s my cat,’ or ‘here’s what I ate for dinner last night’ — but when we ask if they put those photos anywhere, people would say, ‘Oh, no, no, no, it’s way too personal,’?” Mr. Morin said.


Those photos might also be too boring for the full lineup of one’s Facebook friends. And, of course there are other photos that your cubicle neighbors and former flames might find to be ... too interesting.


“The larger social networks have certainly become more loose-tie networks of acquaintances,” said Mo Koyfman, an investor at Spark Capital who follows social media trends. “But the way we communicate with acquaintances is very different from how we communicate with friends.”


Spark recently invested in Kik, a mobile group messaging app.


Mr. Koyfman said most of these start-up applications centered on cellphones because they were inherently more personal than Web sites used at a computer.


Mr. Deng at Facebook said that his company was working on more tools for small-group sharing. But some Internet users and entrepreneurs maintain that the big social networks will always be too big for people to share comfortably.


John Winter, a developer in New Zealand, cobbled together Frenzy, an application that lets friends share links, photos, songs and other items in an invitation-only folder on the Web storage service Dropbox, effectively turning it into a private social feed.


“Twitter is public and Facebook is basically public,” he said. “What else are you going to use?”


 

The New Yorker Begins to Offer iPad Subscriptions

 

“Whether it’s in there,” he said, pointing to the magazine, “or on there,” pointing to the iPad, “is going to cost about a dollar under this plan. That’s what a song costs. A lot has gone into it. Imaginative effort, editorial footwork, fact-checking and copy editing, all at the highest level every week. All of that for the price of a song? Seems like a pretty good deal to me.”


Apple, which released the iPad last March, has been busy rounding up publishers to help make its tablet even more appealing to consumers. Last week, Hearst Magazines announced a deal for iPad subscriptions to some of its magazines that will begin in July and Time Inc. made an arrangement for subscribers to get some magazines free, but Condé Nast is the first major publisher to begin a subscription plan on the iPad for one of its magazines (previously readers had to download each issue individually).


And the iPad subscription offer is quite aggressive: $5.99 for one month (for four issues) and $59.99 for a full year. But even more surprising, a bundled version of print and digital subscriptions, is available for $6.99 a month, or $69.99 a year. (Current print subscribers can sign in to the iPad version at no additional charge.)


Subscriptions on the iPad to The New Yorker went on sale early Monday, and subscriptions for other Condé Nast magazines, including Vanity Fair, Glamour, Golf Digest, Allure, Wired, Self and GQ, will become available in the coming weeks. The Condé Nast-Apple deal was first reported in The New York Post last week. ?


“We already have these applications in our store and the No. 1 bit of feedback that we have gotten from our customers, the one thing that everyone wants, is to be able to subscribe,” Mr. Cue said.


Condé Nast has traditionally gotten its magazines in the hands of consumers at a cheap price in the hopes of building up big rate bases, the number used to sell advertisers, and the deal with Apple is consistent with that advertising-first approach. Over time, the new tablet subscribers could be a boon to advertising now that the Audit Bureau of Circulations has ruled that digital subscribers can be counted toward the rate base. The bundled subscriptions could also help protect the legacy business by giving a boost to print subscriptions while selling many more digital ones — young people and international consumers are a particular target.


“In terms of the price, we are constantly examining what will work and decided that we wanted to make the initial offer as attractive as possible,” Mr. Sauerberg said.


It will come at a price. Although Condé Nast can sell digital subscriptions on its own Web sites, the vast majority of sales will take place in the Apple App Store, where nearly a third of the price will go to Apple (specific terms were not disclosed). In addition, the consumer data derived from app store sales will belong to Apple and shared as the company sees fit, although Mr. Cue said that “magazine publishers will know a lot more about subscribers on the iPad than they ever did about print subscribers.”


By teaming with Apple, Condé Nast and other publishers gain access to a database of 200 million credit card holders and a sales environment where billions of songs and millions of apps have already been sold. But the music industry lesson is one that is not lost on publishing. Apple may have “saved” the music industry, but it is a much smaller business with little control over its pricing.


“Of course, we have a very different perspective on that,” Mr. Cue said. “We didn’t shrink the music business, it was pretty shrunk by the time we came along. We have proven that people are willing to pay for content and that’s something people never believed would happen. Some people still don’t believe it.”


Condé Nast, which has often been cautious with the digital realm — for a long time many of its magazines didn’t have individual Web sites — has moved swiftly to be first to market with iPad subscriptions.


“If you are going to get thousands of readers that you didn’t have before, or maybe even hundreds of thousands of readers, you’d be foolish to complain about the work that went into coming up with something they found compelling on the iPad,” Mr. Remnick said. “It is a very big opportunity for a magazine like The New Yorker to find whole new audiences.”