[雙語(yǔ)翻譯]眾籌外文翻譯--創(chuàng)意產(chǎn)業(yè)中眾籌項(xiàng)目的成功管理經(jīng)驗(yàn)（節(jié)選）

1、中文 中文 6150 字， 字，3100 英文單詞 英文單詞,17400 英文字符 英文字符文獻(xiàn)出處： 文獻(xiàn)出處：Hobbs J, Grigore G, Molesworth M. Success in the management of crowdfunding projects in the creative industries[J]. Internet Research Electronic Networking Applica

2、tions Hussain et al., 2006; Boyles, 2011), making it difficult for them to bring original content to market (De Buysere et al., 2012; Kenny and Broughton, 2011), and forcing them to focus on immediate commercial impera

3、tives rather than creativity (Powell and Ennis, 2007). These structural problems have been worsened by the 2008 financial crisis that led to more conservative attitudes from banks regarding SMEs (De Buysere et al., 20

4、12). One result is that the “crowd” has become regarded as a valuable source of surplus energy for the unfamiliar. SMEs in particular risk wasting their limited resources on approaches that may not work for them.The most

5、 recognized crowdfunding model, and our concern here, is the reward- based model (Belleflamme et al., 2012a; Massolution, 2012), used by prominent platforms like Kickstarter. This enables campaigners to present their id

6、ea in the form of an online pitch, accompanied by tiered rewards in exchange for contributions. Campaigners then have a set period of time (usually four to eight weeks) to meet their target financial goal. The popularit

7、y of such platforms has been accelerated by a number of stand-out successes, such as OUYA, an Android powered game console that raised $8,596,474 in a month from 63,416 backers (Kickstarter, 2012b).Kickstarter claim tha

8、t nearly half their hosted campaigns successfully meet their goal (Kickstarter, 2013), promoting the approach as low risk and highly attractive compared to other types of financing. However, for Kickstarter “serious” cam

9、paigns that raises $10,266,845[1] bears the same weight as “joke” campaigns that raises $16[2]. Further, Mollick (2012) also found that few projects deliver on time, and even OUYA faced backlash from backers

10、 after failing to deliver all consoles as promised (MacManus, 2013). Despite these caveats, our interest is in how to manage campaigns to meet financial goals. Although the figures presented by Kickstarter suggest an at

11、tractive, almost 50:50 chance of success this likely masks very different odds for different types of project. In a previous study of Kickstarter Mollick (2012) uses data from nearly 47,000 projects of all types to iden

12、tify determinants of success, with project quality and size of networks shown as key factors. However, these may seem of limited value to potential campaigners who might already assume that a good project and lots of “f

13、ans” would be beneficial, yet lack knowledge of the complexities of what might work for their specific campaign. So whilst our study also proposes an analysis of Kickstarter data, we aim to review campaigns in more deta

14、il. Mollick’s (2012) study, for example, uses the mere presence of video in a campaign pitch to determine higher quality. However, this disregards the quality of the video and ignores other possible quality signals. We

15、also specifically focus on filmmaking campaigns, recognizing that by narrowing the focus, characteristics unique to each category may be identified. Crowdfunding and network managementIn comparison to other sources of fu

16、nding, crowdfunding is said to generate small amounts of capital and as such contributions tend to stem from a campaigners family and friends (Mollick, 2012), or what is known as the First Degree Network (RocketHub, 20

17、11). Recently, however, we have seen campaigners targeting larger amounts of capital, requiring campaigners to utilize wider networks, defined as the Second (friends of friends) and Third (strangers) Degree Networks (R

18、ocketHub, 2011). This combination of networks is akin to the balanced composition of strong and weakties in a start-up’s social capital that is argued to aid its innovation and performance (Pirolo and Presutti, 2010) an

19、d so represents a key factor in gaining financial support.The transition through networks is also similar to how financing (Hussain et al., 2006) and advice (Peltier and Naidu, 2012) are obtained through an SME life-cy