WHAT EBAY COULD LEARN FROM CRAIGSLIST
By Randall Stross, NEW YORK TIMES

THESE days, triple-digit annual growth rates are rare among major Web sites. Meet that rarity: Craigslist.

Exceptional, too, is the ability to draw 10 million unique visitors each month without ever relying on venture capital and equity markets. Or the ability to attain fourth place among general-interest portals without ever spending a penny on marketing.

Signal accomplishments, to be sure, fit for boasting in an annual report. But Craigslist is a privately held company that has no such reports, and no burning interest in the competitive fray. It does far more shrugging than boasting. Its management regards profits, which it has earned consistently since 1999, as merely the means to remain in control of its own destiny. Free of debt, it can do as it wishes to maximize what it calls its service mission without having to maximize profits. This is good news for its customers - that is, community members - and bad news for competitors whose shareholders are unlikely to regard community service as their own companies' raison d'être.

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