????大家伙兒，打出彩旗，帶上高帽，F(xiàn)acebook今天上市了！熱鬧之外，很多人在想這到底意味著什么。

????比方說，F(xiàn)acebook要如何快速成長，才能對得起這么高昂的估值呢？公司能否在移動市場賺到錢？怎樣才能出售所收集的海量用戶數(shù)據(jù)，同時又避免引發(fā)關(guān)于隱私權(quán)的戰(zhàn)爭？或者我點選“喜歡”我表弟頁面上那副馬蘇里拉奶酪條的墨色照片的時候，會有什么新變化嗎？

????我們大家，包括馬克?扎克伯格本人，都很容易陶醉在上市的成功喜悅中。 沒有人比Zipcar (ZIP) 首席執(zhí)行官斯科特?格里菲斯更了解這一感受了，他的公司在2011年4月11日以高于分析師預期的每股18美元的價格上市。格里菲斯說，上市“大概是我們最成功的品牌宣傳活動了?！?/p>

????品牌知名度并不是Facebook (FB) 要擔心的。這家高科技公司今天以每股38美元的初始價格上市，總市值約1040億美元，募集資金超過184億美元。

????然而，除了資金流入和媒體轟炸，上市也意味著管理層面的調(diào)整。在Zipcar從私人企業(yè)轉(zhuǎn)變?yōu)樯鲜泄敬蠹s一年以后，格里菲斯一直在思考他從中學到了什么，現(xiàn)在他可以向同樣位置上的扎克伯格面授機宜。

歡迎來到叢林

????格里菲斯認為，一旦上市，你就得比以前更加清楚公司的身份定位，而且要學會傳達你對這個關(guān)鍵問題的認知?！拔矣X得你必須掌握說話的藝術(shù)?！彼f，你也許明白公司的定位，“但重要的是把公司的藍圖簡化成幾個關(guān)鍵信息，然后不斷重復，直到深入人心?！?/p>

????他提醒道，突然之間，首席執(zhí)行官就需要把從前專屬于業(yè)務管理的時間分出一部分，用于和股東、媒體交流商業(yè)計劃和目標。在大小會議，在業(yè)績通報，在各種新聞事件中，首席執(zhí)行官就是公司的聲音。格里菲斯說：“顯然你初次上市時，首席執(zhí)行官就得出頭露面。”首席執(zhí)行官必須得調(diào)整日常行程，以應對和外界聯(lián)系的需要。

????這個改變不但需要時間管理的技巧，也需要在語言習慣上做些看似毫無意義但確實重要的改變?！澳阒赖模紫瘓?zhí)行官喜歡用肯定的語氣—‘我們將，我們會’—做頭的人就是這樣?，F(xiàn)在我發(fā)現(xiàn)自己很多時候說‘我們相信’。律師們會訓練你這么做，從法律的角度這也是可以理解的?！?/p>

????Bust out the streamers and party hats, everybody, it's Facebook IPO Day! The excitement aside, many of us are wondering what it all means.

????How, for example, will Facebook actually grow enough to merit its massive valuation? Will the company be able to make money off of mobile? Will it figure out how to sell the massive amounts of user market data it has collected without starting a privacy war? And will this change what happens when I "like" my cousin's sepia-toned picture of mozzarella sticks?

????It's easy for us, and probably Mark Zuckerberg, to get caught up in the IPO whirlwind. No one knows that better than Scott Griffith, the CEO of Zipcar (ZIP) who took his company public on April 11, 2011 for $18.00 per-share, a higher price than analysts expected. The IPO, Griffith says, "was probably the best branding event we've ever had."

????Brand recognition isn't part of Facebook's (FB) problem. The tech company went public today at a starting share price of $38 per-share, which means the company is being valued at about $104 billion and could raise more than $18.4 billion in proceeds.

????Still, in addition to the cash influx and media hype, going public calls for management tweaks. About a year after Zipcar's IPO, Griffith has been thinking about what he learned after Zipcar's transition from a private to public company, and he has some words of wisdom for others in the same position.

Welcome to the jungle

????Right when you hit the market, you have to have a stronger sense of who you are than ever, Griffith says, and you have to learn how to express it to other people. "I do think you have to learn the art of the sound byte." You may know who you are, but, he says, "It's important to simplify the company's story down to a very few key messages that you say over and over and over again."

????All of a sudden, he says, CEOs need to redirect time previously devoted to running the business towards communicating the business' purpose and plan to shareholders and the media. At meetings, earnings calls, and press events, the CEO is now the voice of the company. "Certainly when you're first public, they want the CEO in the room," Griffith says. CEOs in that position have to shift the hours in their day to become available to the outside world.

????That change doesn't just call for time management skills, it also requires language tweaks that may seem meaningless but do make a difference. "You know, CEOs are famous for making these declarative statements -- 'We are going to, we will' -- that's what we do for a living. Now I find myself having to say 'We believe' a lot. Lawyers want to coach you a little bit on that, and that's understandable."