The Downfall of MySpace: Selling ads, social networks, and the nouveau riche

Why did MySpace, once billed as a redefinition of social, musical and popular culture, decline? Once known as the Mecca of pop music, singer Lily Allen and the band My Dow romance a new opportunity for career development. But now everything has changed, and since Murdoch and his hand, the defeat seems to have been determined. This year, Intermix, the founder of News Corp and MySpace, began to look for the next buyer. News Corp's bid for MySpace was 100 million dollars, and in 2005 News Corp was throwing 580 million dollars in the bag. "In the Internet world, it is a huge challenge to get investors to go back and invest what people have already found unattractive." MySpace has undoubtedly become a thorn in the News Corp's rush to unload.　　"BTIG analysts said. The fall of the throne was fading in 2006, and Jackson could hardly imagine a world without MySpace. He is an actor without a regular job, with a strong performance and a desire to flock to his fans. MySpace almost met all of his wishes. Jackson has about 1000 fans on MySpace, selling his signature sun cap and flirting with girls.　　His life is a typical MySpace life condition. But now it's totally different. "For a long time on MySpace, nobody came up to take a dip." "Jackson said. He has already started using Facebook and Twitter.　　He has never logged into his MySpace account since 2009. At its peak in the 2008, MySpace was able to attract 75 million of visitors a month, according to Conscore. By May this year, the data had fallen to 34 million. Over the past two years, MySpace has fallen by about 1 million times a month on average. MySpace is primarily profitable in the form of online advertising.　　According to emarketer estimates, 2009 MySpace advertising revenue of 470 million U.S. dollars, but in 2011, MySpace's annual plan is only 184 million U.S. dollars. In February this year, Intermix, the founder of News Corp and MySpace, began formally looking for the next buyer. News Corp's bid for MySpace was 100 million dollars, and in 2005 News Corp was throwing 580 million dollars in the bag.　　Despite the low price, it seems that no one is interested in MySpace, with the focus on new social media--linkedin now has a total market capitalisation of $6.4 billion trillion, while Groupon has just rejected a 6 billion dollar takeover offer from Google. By June 9 This year, there was news that ACTIVisionblizzard President Robert Caudic's investment mission is expected to be close to a deal with News Corp on MySpace. "In the Internet world, it is a huge challenge to get investors to go back and invest what people have already found unattractive." MySpace has undoubtedly become a thorn in the News Corp's rush to unload.　　"BTIG analysts said. Don't say News Corp doesn't look up to MySpace, and users have little affection for MySpace.　　Many of MySpace's pages look like spam that is parasitic on a variety of ads. Poorly managed, unsuccessful mergers and acquisitions, and a host of strategic missteps, have made MySpace, once the world's most popular web site, a nosedive. Although MySpace may not be the end of its fate, the case has clearly told us that technological advances are changing, that the volatility of user behavior and the combination of public concerns can be a very active mix. If you are too proud to ignore the user experience, the people who once gathered on this platform will one day still be dispersed.　　This is the special thing about social networking sites now, and many companies have been set up, prospered and declined, eventually to ashes. Two major reasons: earnings pressure and user experience 2007 years, News Corp is still full of confidence in MySpace, and reflected in the internal planning of the time. The company was considering a new development plan and the headquarters would be relocated to the west of Manhattan. The center of the new headquarters plan was the MySpace office, where other traditional media such as the Wall Street Journal, the New York Post and the Fox News station were all scattered around MySpace.　　But the headquarters building has not been built, and MySpace's core position in News Corp's future strategy has finally become mirrors. In the view of MySpace founder Devolf, the important reason for the development of MySpace is the profit pressure. While other rivals, such as Facebook, Tumblr and Twitter, are still spending money on their backs, MySpace has made a detailed profit plan.　　By 2006, MySpace's profit target had increased significantly, when Google paid 300 million dollars a year to MySpace and became the only search service provider in MySpace. But it is also clear that competitors are investing more in customer experience than MySpace, and that product architecture is more flexible. Devolf later recalled that the site's profit requirements have greatly affected the product itself to continue to improve and develop. "After signing a cooperation agreement with Google, we basically increased the amount of advertising in the station by one time, which made the user experience drop very quickly," he said. "Devolf said. Based on MySpaceWhen the size of the AD, News Corp want to quickly realize the concept of profitability and site managers have a greater conflict. "There was a lot of pressure on profitability, and there were times when we knew that some simple changes were going to improve the user experience, but because it could slow down the advertising page browsing traffic, we wouldn't improve, which has challenged the bottom line of the site's operations," he said.　　"Former MySpace Marketing and content director Sean said. But the overall number of users is still growing, although hidden in the image of the problem is growing, MySpace is constantly deviating from its own direction.　　Under the guidance of profit thinking, the product department has developed a bewildering range of applications: Real-time communication tools, cryptographic software, video players, audio players, virtual karaoke machines, self-management and advertising platforms, data modification tools, security systems, privacy filters, MySpace bookmarks, and more. At the time, Facebook had focused on building an open application platform to allow outside developers to develop new applications, but MySpace insisted that all apps were developed on its own. "We're trying to develop all the application modules and think, ' Well, we can do it, why do we need a third-party development team to do it? '" ' said Devolf.　　In his view, MySpace should have chosen only 5-10 core application modules to develop themselves, while opening other application modules to welcome the involvement of external research and development teams. Under this kind of thinking leading, the development breadth of the MySpace far surpasses its development depth, the company lacks enough debugging patience for the new application module.　　As a result, new applications often have a wide variety of vulnerabilities, which not only reduces the speed of access to customers, but also complicates the entire Web site architecture. While these issues have attracted management attention, the continued growth of the number of users has paralyzed them.　　It was not until 2009 when MySpace's new subscribers reached their peak that management began to focus on these issues, but it was almost impossible to reverse the situation if the market had been given the chance. Compiling South reporters Zhang