Facebook 遊戲排行榜

Facebook 年度最受歡迎遊戲，製作者不是Zynga？

數位時代網站｜撰文者：許凱玲編譯發表日期：2011-12-22

    

你還在Facebook上玩遊戲嗎？最常玩的遊戲是哪一款呢？Facebook官方部落格今天發表了2011年最受歡迎遊戲排行榜，出乎意料之外的是，前兩名居然都不是Zynga出品的遊戲，由死對頭Playdom《Gardens of Time》（時光花園）登上冠軍寶座，第二名是EA《The Sims Social》（模擬人生），Zynga則以《CityVille》（城市小鎮）拿下第三名。前十名遊戲當中，有四款遊戲都是Zynga出品，不知道這樣算不算扳回一些顏面呢？

1. Gardens of Time (Playdom)

2. The Sims Social (EA)

3. Cityville (Zynga)

4. DoubleDown Casino (DoubleDown Interactive)

5. Indiana Jones Adventure World (Zynga)

6. Words With Friends (Zynga)

7. Bingo Blitz (Buffalo Studios)

8. Empires & Allies (Zynga)

9. Slotomania-Slot Machines (Playtika)

10. Diamond Dash (wooga)

出自Facebook

盛大網路宣佈私有化將從納斯達克退市

2011年11月23日 11:18 來源： 上海商報 【字體：大 中 小】 網友評論

　　作為第二批以網遊概念登陸納斯達克的中概股代表，盛大（Nasdaq：SNDA）或將於不久後結束這段美股市場的7年征程。盛大網路昨天晚間宣佈，通過了與母公司合併的協議，並將從納斯達克市場退市，實行私有化。此舉意味著盛大將從一家上市公司變回私人公司，而且是中國赴美上市的網際網路公司中第一傢俬有化的主流公司。而種種跡象顯示，市盈率更高的A股市場或將是其最終歸宿。

　　盛大集團（Nasdaq：SNDA）稱已與摩根大通達成高度一致，向其借款用以回購盛大集團除陳天橋、陳大年、雒芊芊（陳天橋之妻）所持股份之外的所有流通股，即完成私有化退市。收購價格為41．35美元每股（ADS），盛大將成立專用公司以完成本次回購。

　　在美國證券市場搏殺七年，盛大的巔峰是2009年二季度的63美元，隨後一路跌至33美元左右（以昨日收盤價計，股價下跌也有盛大遊戲拆分上市的影響），市盈率始終在30倍至50倍之間浮動。即使經歷了因支付寶事件（今年7月）而導致的中概股股災，盛大四個月來股價跌幅也不過20%出頭，遠低於中概股平均跌幅，說明其此前“水分”並不算大。

　　業界分析認為，私有化背後，並不是盛大劃地而治，變成陳氏家族的“後花園”，而是待價而沽，尋找更好的市場與機遇。今年3月，作為政協委員的陳天橋就提交了一份《加速推進國際板上市 助力紅籌“孤兒”股回歸》的提案，透露盛大希望回歸A股的心聲。當時陳天橋認為：過去由於投融資體系的不完善，導致盛大、新浪、網易等大量創新型企業都選擇在美國而非A股市場上市，這些企業的市場和用戶在中國，投資者在國外，企業價值很難體現……建議開設國際板，幫助紅籌股（指在港交所、新交所、紐交所等上市的優秀公司）回歸。

zynga-企業社會責任

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Profiles in Partnership

Interview with Laura Pincus Hartman, Director, External Partnerships  and Virginia McArthur, Director Gal

ZYNGA. Org

Zynga, an online game company, is committed to transforming the world through virtual social goods. One program, Sweet Seeds for Haiti, started in October 2009. Through this virtual social goods initiative, players purchase sweet seeds in FarmVille. Depending on the campaign, fifty to one hundred percent of sales from the limited edition virtual items go towards their nonprofit partner FATEM to build a school in Haiti. Zynga players have made real change by raising millions for several international nonprofits in campaigns that have now expanded throughout many Zynga games.

Part 3

BB: I’m hearing from the nonprofit side that a corporation can’t help but be selfish, and when they do any sort of joint-venture, cause marketing or partnership it’s all about making money.  Do you think there’s a misconception that corporations can’t really have a cause consciousness?

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Laura:  People come in and talk about is there or is there not a corporate social responsibility, CSR, and I really find the question relatively irrelevant.  I don’t think we need to talk about whether there’s an actual responsibility or a duty because we’re not doing what we’re doing out of duty, we’re not doing it because we bear some responsibility to the world.  We’re doing it because it’s appropriate to our corporate DNA.

For some corporations it might not be strategic to engage in some social activity, but if we look at Zynga, it certainly is central to our being to engage in this work.  Now in order to do it, you have to be able to support it.  We have to figure out a way to build it into our strategy and then sustain it in the way that any other studio or franchise within Zynga is sustained.  So that’s why you want the corporation to build out its social strategy from a financially viable perspective and I think that there’s an inherent mistrust because people view corporations as profit maximizers.  And if you’re going to maximize, then maybe it could be viewed as something that would be taking advantage of vulnerable populations.  But I think that when you look at what we’re doing, we’re really trying to build a sustainable and viable strategy.

Virginia:  It’s one of our core tenants where we try to help sustain people’s lives. We don’t ever want to bring a partner in and not be able to help sustain their charitable efforts, their fundraising efforts.  This is an extension for them, it’s a new way for them to raise funds.  

BB: Your efforts raise not only money for the nonprofit projects but also money for Zynga.org. 

Virginia: We will never get away from the fact that we are, in the end, a business.  We are a social entrepreneurship, and we are working and partnering with these nonprofit organizations and helping them raise funds, but it is profitable for us as well.  It has to be so we can sustain that partnership.  Otherwise it would always be a one-off and we’d never be able to make that tangible difference.

Laura:  So it’s sustainable for our partner but we also have to be able to say it’s sustainable for the studios.  If they’re doing it and if you they’re constantly having to make sacrifices within their own budgets, within their own staff even, then they’re not going to want to do it long-term either. 

BB: This seems like an unusually business model.

Laura:  This is a viable model for any business enterprise because what we’re saying is, you’re not only not making a sacrifice when you engage in these social endeavors, you’re doing it in a way that’s profitable for the organization, profitable for the employees and profitable for the partners, the nonprofits, they are going to benefit as well.  And so that’s going to mean that everyone wants to work towards making this viable long-term.

Up Next: Part 4:  How long should a partnership last?

For more information on developing highly successful partnerships please visit: www.bruceburtch.com 

Suggested by the author:

• Interview with Zynga.org
• Interview with Zynga.org
• Interview with Bobbi Silten, Chief Foundation Officer, Gap Foundation
• Interview with Colin Lacon, CEO, Northern California Grantmakers
• Interview with Jay Jacobs, CEO of Summer Search, Part 3