The foundation of the network speaks to a common concern of technology companies outside Silicon Valley. “I did this because we’re in Seattle,” Rascoff told me over lunch in San Francisco last week. “I’ve had to sort of manually create this thing that happens more naturally for companies in the Valley.” For example, Zillow trades ideas on business intelligence and customer personalization with Zulily, which sells children’s clothing to moms. The two companies aren’t competitive, and Rascoff find that the lessons of personalizing messages about children’s apparel translates well for homes. (Zillow provides pricing information about homes across the U.S. and makes most of its revenue, more than $300 million this year, selling ads to real estate agents hawking their services.) It has compared notes with LinkedIn and TripAdvisoron matters relating to investor relations. Zillow is planning an entire day of executive-to-executive meetings with TrueCar, a site that provides pricing information to consumers gleaned from collecting auto leasing data. “They know a lot about direct response from TV advertising,” Rascoff says. “We’re just starting to learn about this.”

从这家网络的建立可以看出，硅谷之外的科技公司普遍存在一种焦虑感。上周，在旧金山共进午餐期间，拉斯科夫告诉我：“我之所以这么做，是因为我们在西雅图。硅谷的公司可能会自然而然地建立起这样的网络，但我必须主动去创建这样的网络。”例如，Zillow与婴儿用品网站Zulily交换商业智能和客户个性化方方面的创意。这两家公司不存在竞争关系，但拉斯科夫发现，从儿童服装信息个性化得出的经验，非常适合房屋出售。（Zillow提供美国住房的价格信息，大多数收入来自出售给房地产中介商的广告，今年的收入超过3亿美元。）该公司还曾就投资者关系等问题与LinkedIn和TripAdvisor进行讨论。Zillow计划与TrueCar召开为期一整天的高层会议。TrueCar网站通过收集汽车租赁数据，为消费者提供汽车价格信息。拉斯科夫表示：“他们非常了解电视广告的直接反应。我们才刚刚开始学习这方面的知识。”

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