????由于它們規(guī)模很大，也許這并不要緊,。Ticketmaster在2012年的收入達(dá)到了13.7億美元,。StubHub并沒(méi)有公布收入數(shù)據(jù)，不過(guò)它有1,300名員工,，每天可以給游客賣出800萬(wàn)張票,。很多人認(rèn)為StubHub規(guī)模要比Ticketmaster更大，即使他們經(jīng)營(yíng)的是二級(jí)市場(chǎng),。

????紐約的研究生安德魯?格洛普常常得把自己家的洋基棒球隊(duì)的季票轉(zhuǎn)賣給別人,。他認(rèn)為StubHub是這個(gè)市場(chǎng)里最強(qiáng)大的玩家。他說(shuō)：“他們歷來(lái)都十分可靠,。其他售票網(wǎng)站乍看一眼就顯得有些可疑,，讓我不敢放心使用?！彼约合胍I票時(shí)則會(huì)選擇Ticketmaster,。當(dāng)然，他說(shuō),，兩家的“要價(jià)都令人討厭”——但是用這筆錢買來(lái)令人放心的交易流程和大量受眾還是劃算的,。“賣家需要把票放在能吸引最多眼球的地方,。放在StubHub上,，你就知道它們肯定能賣掉?！?/p>

????挑戰(zhàn)者們知道他們無(wú)法在規(guī)模上擊敗現(xiàn)有的巨頭,，所以他們正學(xué)著提供售票以外的服務(wù),。Ticketfly就把自己不僅定位成一個(gè)票務(wù)網(wǎng)站,，還是一個(gè)支持場(chǎng)館的所有網(wǎng)絡(luò)呈現(xiàn)的技術(shù)引擎。這家公司給推銷商使用的客戶關(guān)系管理工具Fanbase可以顯示出所有購(gòu)買場(chǎng)館或樂(lè)隊(duì)門票的顧客清單,，上面提供了一系列詳細(xì)資料：顧客是否在社交媒體上分享了他的這次購(gòu)買行為,，是否把票轉(zhuǎn)賣給了別人，甚至他們什么時(shí)候到達(dá)演唱會(huì)現(xiàn)場(chǎng)。德雷斯金表示,，這個(gè)工具能讓場(chǎng)館“識(shí)別,、獎(jiǎng)勵(lì)那些老顧客?！?FanFueled是另一個(gè)主要的市場(chǎng),，通過(guò)向使用社交媒體宣傳某項(xiàng)活動(dòng)的顧客發(fā)放一些現(xiàn)金和獎(jiǎng)勵(lì)，帶來(lái)“影響力上的回報(bào)”,。

????TickPick力圖從更低的費(fèi)用上與StubHub拉開差距（賣家須交10%的手續(xù)費(fèi),。在StubHub，賣家須交15%手續(xù)費(fèi),，買家須交10%手續(xù)費(fèi)）,，同時(shí)對(duì)同一時(shí)段的不同席位給出不同的價(jià)格。TickPick公司還為這項(xiàng)技術(shù)申請(qǐng)了專利,。戈德博格說(shuō)：“你是賣家,，你在StubHub上掛了一張票，售價(jià)100美元,。但我是買家,，我想‘我就愿花80美元，’但你沒(méi)有渠道來(lái)得知我的意見,?！辟u家也可以設(shè)定截止日期，來(lái)一次公開拍賣,。

????對(duì)一些后起之秀而言,，他們更多地把大型票務(wù)公司看作朋友，而不是對(duì)手,。杰克?格羅青格的免費(fèi)票務(wù)索引SeatGeek就像票務(wù)業(yè)的Kayak（旅游搜索引擎服務(wù)商）或Priceline（旅游服務(wù)網(wǎng)站）,。它集合了許多合作伙伴的票務(wù)信息——從StubHub到不那么著名的次級(jí)銷售商如Razorgator。用戶可用它查詢特定活動(dòng)的所有可以購(gòu)買的票,。每家合作伙伴都需要為在SeatGeek中得到推薦而支付一點(diǎn)費(fèi)用,。

????這些公司是否蠶食了現(xiàn)有巨頭的市場(chǎng)份額呢？是的,，但并不明顯,。Ticketfly籌集了3,700萬(wàn)美元的資金，有105名員工,，將于2013年完成2,500萬(wàn)美元的銷售額,。它的移動(dòng)端銷量自2012年1月以來(lái)已經(jīng)增加了100%，占到了公司整體銷量的20%,，這個(gè)數(shù)值是Ticketmaster 10%的兩倍,。而TickPick的營(yíng)業(yè)額達(dá)到了去年的10倍,，不過(guò)它每月的交易額依然不足100萬(wàn)美元，今年10月僅售出5,000張票,。對(duì)比之下,，SeatGeek每月交易額達(dá)到600萬(wàn)美元，10月份售出了5.2萬(wàn)張票,。

????一些人認(rèn)為,，在不久的未來(lái)，分散的市場(chǎng)將會(huì)被整合,。戈德伯格說(shuō)：“我認(rèn)為初級(jí)市場(chǎng)和二級(jí)市場(chǎng)的網(wǎng)站可能會(huì)進(jìn)行大規(guī)模整合,。許多人已經(jīng)把Ticketmaster和StubHub看作一樣的了——他們不知道其中的差別。這是一個(gè)很嚴(yán)重的問(wèn)題,?！?/p>

????他說(shuō)得有道理。Ticketmaster已經(jīng)在它2008年以2,650萬(wàn)美元收購(gòu)的黃牛網(wǎng)站TicketsNow上開展轉(zhuǎn)售業(yè)務(wù),。它還擁有NBA（全美籃球協(xié)會(huì)）,、NFL（全美橄欖球聯(lián)盟）和NHL（北美冰球聯(lián)盟）的球票交換業(yè)務(wù)。然而,，Ticketmaster最大的競(jìng)爭(zhēng)對(duì)手不是前面提到的任何一家公司,，而是AEG（安舒茨娛樂(lè)集團(tuán)）。后者擁有斯臺(tái)普斯中心,，一直以來(lái)都在為其他網(wǎng)站提供白色標(biāo)簽技術(shù),。不過(guò)這家公司開始計(jì)劃使用一個(gè)預(yù)購(gòu)的彩票系統(tǒng)Fair AXS，發(fā)展面向顧客的業(yè)務(wù),。此外還有其他對(duì)手：MLB Advanced Media旗下主打初級(jí)票務(wù)市場(chǎng)的大型網(wǎng)站Tickets.com,。

????最后，StubHub的品牌總監(jiān)邁克爾?拉緹戈承認(rèn)：“粉絲想要進(jìn)場(chǎng)看他們喜歡的樂(lè)隊(duì)的演出,，票是從初級(jí)市場(chǎng)購(gòu)買的還是二級(jí)市場(chǎng)購(gòu)買其實(shí)并不重要,。”這意味著市場(chǎng)“絕對(duì)有可能”進(jìn)行整合——這一點(diǎn)對(duì)小公司而言至關(guān)重要,，他們要搶在大公司醒悟過(guò)來(lái),、開始創(chuàng)新并模仿（或者收購(gòu)）他們之前就率先吸引到顧客。（StubHub公司2011年便收購(gòu)了能夠列出各項(xiàng)活動(dòng)的網(wǎng)站Zvents,。）而大公司也隨時(shí)都可能自己創(chuàng)新,，比如StubHub就希望展示自己的ShowDrift移動(dòng)應(yīng)用。這款運(yùn)用可以掃描用戶的音樂(lè)庫(kù),，并在用戶最喜歡的演出來(lái)到他們的所在地時(shí)通知他們,。

????拉緹戈說(shuō)：“我們一直在關(guān)注競(jìng)爭(zhēng)的態(tài)勢(shì)?！碑吘?，沒(méi)有人想在搶飯碗的競(jìng)爭(zhēng)中落后。（財(cái)富中文網(wǎng)）

????譯者：嚴(yán)匡正??????????????????

????Given their largeness, it may not matter. Ticketmaster brought in $1.37 billion in revenue in 2012. StubHub does not share revenue, but has 1,300 employees and 8 million daily visitors; it is widely considered to be larger than Ticketmaster, even though it sells in the secondary market.

????Andrew Group, a graduate student in New York, is often tasked with reselling his family's season tickets to the Yankees. He considers StubHub to be "the king of the game," he says. "It has a track record of reliability. One thing I've noticed with a lot of other sites that makes me wary of using them is that their websites just look shady." When he wants to buy tickets, he uses Ticketmaster. Sure, "the fees suck" for both, he says -- but they are a small price to pay for confidence in the transaction and a large audience. "As a seller, you need to put your tickets on the place that has the most eyeballs. With StubHub, you know they're going to sell."

????Challengers know they can't win against the incumbents on scale, so they are learning to offer more than tickets to thrive. Ticketfly markets itself as not just a ticketing site but a tech engine that powers all parts of a venue's web presence. Fanbase, the company's customer relations management tool for promoters, shows a listing of every individual that has purchased a ticket to a venue or band, offering details such as whether the person shared their purchase on social media, whether they resold their ticket, and even what time they showed up for the concert. The granularity allows venues "to identify and reward mavens," Dreskin says. FanFueled, another primary marketplace, offers "return on influence" by doling out cash and rewards to customers who use social media to promote an event.

????TickPick seeks to differentiate itself from StubHub with lower fees (10% for seller, vs. StubHub's 15% for seller and 10% for buyer) and the ability to bid different prices on different seats at the same time, technology for which it has filed a patent. "You're the seller, and you list a ticket for sale on StubHub at $100," Goldberg says. "But I'm the buyer, and I'm thinking, 'I'd pay $80,' but there's no way for you to hear me." You can also set an expiration date for an open bid.

????For some upstarts, the big ticketing companies are treated as more friend than foe. Jack Groetzinger's free ticket index SeatGeek is like a Kayak or Priceline for tickets, scouring a number of partner sources -- from StubHub to lesser-known secondary sellers like Razorgator -- for all available tickets to a given event. Each partner kicks a small fee to SeatGeek for the referral.

????Are any of these companies making a dent in the incumbents' market share? Yes, but not a large one. Ticketfly, which has raised $37 million in funding and has 105 employees, will do $250 million in sales for 2013. Its mobile sales are up 100% since January 2012, and its percent of sales from mobile devices is double that of Ticketmaster: 20% to 10. As for TickPick, the upstart has grown 1,000% in the past year, but it clears less than $1 million each month in transactions and sold only 5,000 tickets in October. To compare, SeatGeek manages $6 million per month and sold 52,000 tickets in October.

????Some believe that the fragmentation of the market suggests consolidation down the road. "I see a potential big merging of the primary and secondary sites," Goldberg says. "A lot of the general public already sees Ticketmaster and StubHub as the same -- they don't know the difference. That's a big problem right there."

????He has a point. Ticketmaster already does some reselling through scalper site TicketsNow, which it bought for $265 million in 2008; it also owns "ticket exchanges" for the NBA, NFL, and NHL. And yet the company's biggest rival is not any of the companies mentioned, but rather AEG. That company, which owns the Staples Center, has traditionally provided white label technology used by other sites but plans to grow a consumer-facing business with Fair AXS, an advance-purchase lottery system. And still there are more: Tickets.com, another big primary, is owned by MLB Advanced Media.

????At the end of the day, "fans want to get in to see the bands they love," StubHub brand director Michael Lattig acknowledges. "Whether that's through a primary or secondary, I think at this point they're comfortable either way." Which means "there's definitely the potential" for consolidation -- making it all the more crucial for the smaller companies to attract customers before the larger companies wise up to their innovations and copy them. (Or buy them, as StubHub did in 2011 when it acquired events-listing site Zvents.) And there's always the risk of homegrown innovation from the larger company, as StubHub hopes to demonstrate with its ShowDrift mobile app, which scans a person's music library to notify them when favorite acts come to town.

????"We're always watching to see what the competition is doing," Lattig says. After all, no one wants to throw second in a food fight.