The knowledge transfer goes both ways. Rascoff knows Niraj Shah, CEO of the online retailer Wayfair, which recently filed documents with regulators for an IPO. He called him up to offer assistance in the arduous going-public process.

这种知识传递是双向的。拉斯科夫认识在线零售商Wayfair公司CEO尼拉杰o沙赫，后者最近刚刚提交了上市申请。拉斯科夫主动向沙赫提出，他乐意帮助该公司完成繁琐的上市流程。

Amid all this learning and giving and sharing and ruminating, Rascoff also is running a business. Zillow has been battling Trulia for nine years. I asked him how it came to be that Zillow, whose shareholders will end up with two thirds of the combined company, became the gobbler rather than the gobbled. “We are broader, they are narrower,” he said, explaining that Trulia focuses on homes that are for sale while Zillow provides data on all homes, for sale and otherwise. So why buy Trulia at all? “The reason I want to own Trulia is that as a media company I want to own multiple brands,” he said. “We sell advertising, not homes,” he added, meaning that the more “shelf space” the better for Zillow to attract the attention of home buyers and, importantly, potential home buyers.

不断给予、分享、学习、反思的拉斯科夫，还是一家公司的经营者。Zillow与Trulia的竞争已经持续了9年。两家公司合并后，Zillow的股东将占新公司的三分之二。我曾问他为什么最后Zillow变成了“捕食者”，而不是“猎物”。他表示：“因为我们的业务范围更广，而对方的范围较为狭窄。”他解释称，Trulia的重点是待售房屋，而Zillow则提供所有房屋的数据，包括待售房屋和其他房屋。那么为什么要收购Trulia？他说道：“我之所以希望收购Trulia，是因为作为一家媒体公司，我希望拥有更多品牌。我们出售的是广告，而不是住房。”他的意思是说，“货架空间”越多，Zillow便能吸引更多购房者的关注，尤其是潜在购房者。

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