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The newsletter is the core of 2PM Inc: an industry-leading source that analyzes the intersection of media and commerce and how those principles are applied elsewhere.
With an average open rate of 42.6%, 2PM letters are thoughtfully curated and delivered three times per week (for Executive Members) and once per week for regular readers. Each letter features up-to-date analyses and summaries of key news reports. The curation is designed to appeal to deep generalists and the innately curious. Delivered on Monday, Wednesday, and Friday, the newsletters arrive with two original essays per week. They are widely shared and worth your time. We support all of this work through the Executive Membership (our paid subscriber program).
The membership provides access to practical data, industry coverage, and original reports and databases compiled for founders, creators, and senior executives. Professionals, like you, use 2PM's essays, newsletters, and databases to influence decisions. It all started with one newsletter sent to 12 friends on a March day in 2016. Source
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| Scope | Trade/B2B |
|---|---|
| Language | English |
| Country | United States of America |
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Recent Articles
Search ArticlesDeep Dive: The Business of Fest
On Friday night in September, a famed rapper, producer, designer, and provocateur closed a two-night stand at Soldier Field with a set that ran past three hours: sixty songs, fifteen guests, seventy thousand people, sold out. Billboard’s description was that he “threw his own festival.” That is the correct phrase, and it deserves more weight than a headline gives it. There was no presenting sponsor on the poster.
Memo: Who Wears Rowing Blazers?
The honest answer is that almost nobody who rows wears Rowing Blazers, and the brand was never designed for them anyway. It was not an athletic label in the sense that Tracksmith is an athletic label, built by runners for the people who run with them; it was a brand about the costume of belonging, conceived by someone who actually belonged and who understood that the costume was funnier, and more valuable, than the club itself.
Member Brief: The Warehouse Roof Is The New Perimeter
The premise of this memo: this summer, a Russian national eCommerce logistics network was systematically destroyed by cheap drones, the Kremlin’s own state bank booked the damage as a macroeconomic constraint, and the doctrine is now public. American warehouse operators sit on the same architecture with fewer legal defenses to prevent the same from occurring.
Member Brief: The Warehouse Roof Is The New Perimeter
The premise of this memo: this summer, a Russian national eCommerce logistics network was systematically destroyed by cheap drones, the Kremlin’s own state bank booked the damage as a macroeconomic constraint, and the doctrine is now public. American warehouse operators sit on the same architecture with fewer legal defenses to prevent the same from occurring.
Memo: The License
A consumer marketplace became a military target this summer. The precedent will outlast the war that set it, it is already crossing into NATO airspace, and the country least prepared for what comes next is the one that invented the fulfillment center. Let me position this correctly. For decades, the idea of dual-use companies (consumer brands also positioned for defense/military use) sat on the fringes of the market. In today’s warfare, the line has never been more blurred.
NATSEC ROUNDTABLE No. 16: The Magazine Problem
The Pentagon gave the defense industry 21 days to fix a supply chain it spent thirty years hollowing out. The memo calls it a production problem. It is a demand problem, and commerce solved that one a decade ago. On August 5, Deputy Defense Secretary Steve Feinberg sent the primes a letter with a clock attached. Twenty one days to submit plans for faster delivery and expanded production across sixteen critical programs. Years-long development cycles, he wrote, are not acceptable.
NATSEC Roundtable No. 15 (Members): A Working Example
Rogue processes about 150,000 pounds of American steel a day in Columbus, Ohio, and is in the middle of an expansion toward a million square feet under one roof. For a manufacturer of that size, in this moment, it has been written about almost not at all. The silence is the story. A manufacturer of Rogue’s size is normally trailed by national business coverage, and Rogue has very little and that record is countable.
Memo: The Two Most Important Men in DTC Beef
Americans do not eat more beef than they used to. The average person ate about 60 pounds of it last year, roughly the same as in 1950 and nearly a third less than at the peak in the late 1970s. Chicken passed beef for good in 2010, and the country now eats close to 100 pounds of it a year against 60 of beef. By every measure of the plate, beef is a mature category that stopped growing half a century ago.
Member Brief: Everlane and The Edge of Fashion DTC
In 1969, Donald Fisher opened a small store on Ocean Avenue in San Francisco that sold Levi’s denim alongside a curated rack of records. He called it The Gap, named for the generation he intended to dress. Forty-two years later, in 2011, Michael Preysman and Jesse Farmer launched Everlane from a small office in SoMa, four miles north of Fisher’s first storefront, and announced that the next Gap would be a digitally-native brand built on radical transparency.
Member Brief: Everlane and The Edge of Fashion DTC
In 1969, Donald Fisher opened a small store on Ocean Avenue in San Francisco that sold Levi’s denim alongside a curated rack of records. He called it The Gap, named for the generation he intended to dress. Forty-two years later, in 2011, Michael Preysman and Jesse Farmer launched Everlane from a small office in SoMa, four miles north of Fisher’s first storefront, and announced that the next Gap would be a digitally-native brand built on radical transparency.