Victor Koo: youku potatoes domestically listed three years, ten years beyond YouTube-YouTube potato, members, groups, Koo-IT information
On April 6, youku announced the completion of the potatoes after privatization, Sohu CEO Victor Koo has accepted technology, a number of media interviews, Koo said youku potatoes after privatization, the goal was three years in the domestic market, shell and gem are considered within; he also says not to look only to the membership, user income data are also important.
Koo said youku potatoes after privatization, still is a Board of Directors responsible for the Group's business, including Koo and become a founding team will still be responsible for the funds, and Ali Tsai and Zhang Yong youku potato Board.
The listing of the
For listed issues, Koo said the shell or the gem can be listed as choices.
Koo expressed as an entertainment platform, B2C and B2B revenue streams should be balanced. B2B advertising alone, content is limited, hope and linkage of Taobao and Alipay, cat, promote YouTube member of potatoes, live, tour, electrical contractor and all the chips and other business income.
Future will go to Ali
With Ali entertainment resources has been opened, with music, film and sport cooperation in advance. Shares in the group, Ali and youku is committed after the reunification, Koo and the Fund has a stake.
Content team and capital
Income diversification, games and user revenues. Access time and paying customers on a scale of Netflix and YouTube. In the United States when there are many constraints, after privatization, youku potato business diversity, possibility of more capital, can solve a lot of earnings problems in the split.
Koo said that from the United States to a-shares, capital rules of the game are different: in stocks, investors accounted for 80% head of the group, mainly domestic retail, investors as the Deputy of the group, capital operation more likely.
The establishment of the group, you can also make a number of layout framework, its businesses listed on, not on not.
Capital investment will be more aggressive
In terms of capital investment and access, as the domestic environment is loose, one group will consider more ways.
Koo also says, "do not look only to the members, attention to user incomes are also important, for listed companies, revenue is the hard truth". Aiqi video art and Tencent are not listed, so the statistical standards may be different.
Youku potato privatization strategy there are three deployment: a return to China, Ali linkage and beyond New York.
Returning home
Koo at the end of 2005 the creation of YouTube's goal is listed, then listing option is mainly in New York and Hong Kong, will share common goals in the former.
Youku was founded when the localization is a video platform, become a entertainment company locate the last two or three years, long on screen entertainment eco-system, and domestic cultural and recreational environment is relatively good. He believes that "always need to United States investors explain a lot, we have also packaged as Netflix and YouTube to let them better understand us". Potato plus youku users are in China, so home is important to YouTube potato.
Victor Koo said in an interview in the reference, for an entertainment company, and returned to China is not only the capital, more strategic considerations.
Ali linkage
Select linkage with Ali, will not only be confined to the capital, there will be more strategic cooperation.
Cooperation between the two sides began in March 2014, when working capital is not very close, so it includes many aspects such as data not all get through. This privatization is necessary to upgrade of one group, consists of four levels of meaning.
After the first one is linked with the Ali will be income data to users of youku potatoes brought a lot of help.
The second is through e-commerce, Koo said during the Chinese new year Red activities in cooperation with Alipay, youku potatoes increased by 7 million users.
Third is the data layer, Ali has a lot of payment with Alipay and shopping data, youku potato has a lot of user watch data. Privatization is completed, both teams will start running through the data.
The fourth is content and channels of cooperation. Youku potatoes did a lot of input in the area of Ali, in recent years, more attention to double h (health and happiness) business, the recent cooperation with Ali, sports, and entertainment will be released channel level, OTT and VR will have more in the areas of interaction.
Beyond New York
Youku potatoes after returning home, there will be a lot of overseas haven't play over the next ten years is the golden age of culture and entertainment development. Hope beyond overseas video over the next decade, Netflix and YouTube,
Koo said youku points of concern in the user access time and charge the user's size, he channels, content and realisation of three aspects of interpretation of the cultural and entertainment industry for the next decade.
The first is from the screen to full screen or no screen time, is both VR and AR, is under the direction of integration, the next screen will be ubiquitous.
Value of second is attached to network content, potatoes from youku channels and around Web content, such as, network in the coming decade and offline content of rapid iteration.
Third is the liquidation level, screen, everything can be bought can be paid for, net red and fan economy associated with this.
合一古永锵：优酷土豆三年国内上市，十年超越YouTube - 优酷土豆,会员,合一集团,古永锵 - IT资讯
4月6日消息，优酷土豆宣布完成私有化之后，CEO古永锵接受了搜狐科技在内的多家媒体采访，古永锵表示，私有化之后优酷土豆的目标是三年内在国内上市，买壳和创业板等方式都在考虑范围内；他同时还表示不要只盯着会员数量看，用户收入数据也很重要。
古永锵透露称优酷土豆私有化之后，依然是董事会负责集团业务，包括古永锵与成为基金在内的创始团队仍然会负责，阿里则将把蔡崇信和张勇安排进优酷土豆的董事会。
上市的问题
对于上市方式的问题，古永锵表示，买壳或者创业板都可以作为上市方式选择。
古永锵表示作为文化娱乐平台，B2C和B2B的收入来源应该是平衡状态。单靠B2B广告业务，内容变现比较局限，希望与支付宝、淘宝和天猫的联动，推进优酷土豆的会员、直播、手游、电商和众筹等业务的收入。
未来是否会去阿里
跟阿里数娱在资源方面已经打通，跟音乐、影业和体育的合作也在推进。在合一集团的股份，回归后阿里和优酷是有承诺的，古永锵和成为基金都有股权。
内容团队和资本
收入多元化，游戏和用户收入方面。访问时间和付费用户规模上对标Netflix和YouTube。在美国上市时有很多约束，私有化之后，优酷土豆的业务可以多元化，产生更多资本可能性，在分拆中可以解决很多盈利问题。
古永锵表示，从美国到A股，资本的游戏规则是不同的：在美股，集团投资者占8成大头，国内是散户为主，集团投资者为副，资本运作可能性更多。
合一集团的成立，也可以做出很多布局的框架，旗下的业务能上市就上，不能上就不上。
资本投入会更有侵略性
在资本的投入和获得方面，由于国内资本环境的宽松，合一集团将考虑更多的方式。
古永锵同时还表示，“不要只盯着会员，关注用户收入也很重要，对于上市公司来说收入才是硬道理“。爱奇艺和腾讯视频并没有上市，所以各家的统计标准可能不同。
优酷土豆私有化在战略方面将有三个部署：回归中国，阿里联动以及超越纽约。
回国国内
古永锵在2005年年底创立优酷的目标就是上市，当时的上市地选择主要是纽约和香港，前者是中概股的共同目标。
优酷刚成立时的定位是视频平台，最近两三年的定位变成了文化娱乐公司，做多屏娱乐文化生态系统，而目前国内文化娱乐的环境也比较好。他认为“以前总是需要向美国投资者解释很多，我们包装成Netflix和YouTube也是为了让他们更了解我们”。再加上优酷土豆的用户基本都在中国，所以回国对优酷土豆很重要。
古永锵在采访中不断提及，对一家娱乐公司来讲，回归中国不仅是资本，更多的是战略层面考量。
阿里联动
选择跟阿里联动，将不仅局限在资本层面，会有更多战略合作。
双方的合作始于2014年3月，当时的资本合作并不是很紧密，所以包括数据等很多方面没有全部打通。这次私有化对于合一集团的战略升级非常必要，主要包含了四个层面的意义。
第一个是与阿里联动后，将对优酷土豆的用户收入数据带来很多帮助。
第二个是打通电子商务，古永锵介绍称春节期间与支付宝合作的红包活动，为优酷土豆增加了700万用户加入。
第三个是数据层面，阿里与支付宝有很多支付和购物数据，优酷土豆有很多用户观看数据。私有化完成后，双方团队将开始磨合打通数据。
第四个是内容和渠道方面合作。优酷土豆做了很多内容领域的投入，阿里近年来也比较看重双H（健康和快乐）业务，近期将有与阿里体育和数娱方面的合作发布；渠道层面，OTT和VR等领域也会有更多联动。
超越纽约
优酷土豆回国后，将会有很多海外没做过的打法，未来十年是文化娱乐发展的黄金时期。希望在下一个十年能超越海外视频对标，Netflix和YouTube，
古永锵表示未来优酷关注的重点讲放在用户访问时间以及收费用户的规模方面，他从渠道、内容和变现三个角度对未来十年的文化娱乐产业进行了解读。
第一个是从多屏到全屏即无屏时代，无论是VR还是AR，都是这个大方向下的融合，未来的屏幕将是无处不在的。
第二个是重视网生内容的价值，优酷土豆的自频道与合制等都会围绕网生内容进行，未来十年网生内容与线下内容的融合会快速迭代。
第三个是变现层面，屏幕即渠道，所有内容都是可买可支付的，网红经济和粉丝经济都与这个相关。