备忘录：进入野兽先生

Every industry is overdue for a digital-first reset. Even casual restaurants are beginning to adjust to a brave new world, accelerated like many other categories by the pandemic.

By and large, foot traffic slowed at shopping malls. Retailers and department stores earned the majority of the media’s attention, but in the process, tens of millions of square feet in commercial kitchens and dining rooms were going to waste. The wage workers who ran them suffered from job losses. Restaurants were sinking into bankruptcy by the dozen. Over the last year, new concepts began to take shape based on proven experiments. To better understand those experiments, I spoke with one of the foremost experts.

When Kat Cole calls to discuss the inner workings of food service, you answer the phone. There aren’t many executives with more knowledge or experience than her. Cole is stepping down after 10 years of success and innovation as President and COO at Focus Brands, the parent company to a number of mall dining fixtures that you’ve likely walked past thousands of times on shopping trips. Leading a company with billions in annual sales, Cole understands the power of placement and foot traffic. While customers aren’t walking past quite as often as they did before the pandemic, she was still incredibly optimistic about the prospects of her industry. Concepts like Nextbite and Virtual Dining Concepts (VDC) have revolutionized the casual dining industry. But the business isn’t new.

As early as 2016, UberEats tested virtual kitchens as a strategy to drive revenue for restaurants with excess production capacity. Today, there are over 5,000 virtual brands on UberEats across the country. Early on, in a partnership with a well-known casual wing chain, Uber tested a virtual brand concept within the Eats app to improve sales by rebranding their wings to reach a wider audience. It worked. When eCommerce met human resources and excess production capacity, a new vertical in dining was born. Today, this industry, also populated by GrubHub, DoorDash, and Postmates (which Uber recently acquired) is in the midst of another evolution.

A recent article on Today.com began with:

Ghost kitchen, dark kitchen, virtual kitchen, cloud kitchen, whatever you call them, they’re popping up everywhere, with estimates placing the number at 1,500 in the United States. [1]

Virtual kitchens and ghost, dark, or cloud kitchens are not all interchangeable. A “ghost” establishment, in this context, is essentially a commissary kitchen or a facility where restaurants produce food for distribution to their satellite locations. Former Uber CEO Travis Kalanick acquires real estate and converts them into food production facilities through his company CloudKitchens. Platforms like DoorDash, UberEats, and Postmates then markets the many brands that are built atop of the physical infrastructure. CloudKitchens recently raised $400 million from Goldman Sachs and the Saudi Arabia wealth fund to finance these real estate acquisitions.

Companies like Robert Earl’s Virtual Dining Concepts partners with existing restaurants to monetize excess capacity. And like many restaurants that rely on foot traffic at mall complexes, there is quite a bit of it. Earl isn’t just the owner of VDC. He has stakes in casual dining chains like Buca Di Beppo, Mixology, and Planet Hollywood. In June of 2020, Earl’s latest acquisition turned heads. The ownership  group of Bravo and Brio filed for bankruptcy just three months earlier due to a COVID-related hit to its already flailing business. Earl seemed to have another vision for them.

Earl Enterprises, the parent company of Buca di Beppo, Earl of Sandwich and Planet Hollywood, has confirmed the purchase of Bravo Cucina Italian and Brio Tuscan Grille restaurants in a deal that will bring back 4,000 employees left in “limbo” since FoodFirst filed for bankruptcy, Robert Earl, chairman of Earl Enterprises, said Thursday. [2]

Earl acquired capacity in much the same way that Kalanick’s CloudKitchens acquired real estate to build functional facilities. But in Earl’s hybrid format, he can accomplish both dining formats. Virtual Dining Concepts is driving high-margin business to this suite of causal restaurants. If they survive the pandemic, they will be able to service traditional and online customers at once. This isn’t unlike any other restaurant that delivers. What organizations like Nextbite and VDC are building adds a significant layer atop of the Olo-driven last-mile delivery network.

Companies like Olo provide the interface between restaurants, their ordering systems and the on-demand ecosystem. With excess capacity at casual dining and a need for new demand, celebrity-driven virtual dining has emerged as a new prospect for a suffering industry. It just might work.

Within the next year, Virtual Dining Concepts, a subsidiary of Earl Enterprises has a goal of reaching 20 celebrity and 20 consumer brands in its delivery portfolio. The pandemic, combined with targeted social media advertising and the omnipresence of delivery platforms have brewed the perfect storm to fill a massive supply of kitchen capacity with these new concepts. [3]

The economics favor restaurant ownership groups that can typically earn nearly 60% of the gross margin of each sale. The celebrity that generates interest for the sale can earn as much as 25% for a sale that that they had little to do with. It’s a brilliant system. And thanks to a recent partnership with a YouTube creator, it’s about to become a popular option for ailing foodservice retailers.

Linear Commerce: Enter MrBeast

I downloaded the app (currently No. 1 in the app store), manually inputted my address and billing information and then waited for the branded sandwich. Constructed within the kitchen of one of Robert Earl’s Bravo restaurants, the “I launched 300 burger restaurants nationwide” promise was met with operational efficiency. When I ordered the Beast Style burger, I was surprised that it arrived with 15 minutes of purchase. I photographed it and laughed at the fact that Jimmy “MrBeast” Donaldson was going to successfully store hundreds of thousands of new credit card numbers thanks to this promotion, including my own. And then I walked upstairs to hand it off to my teenage daughter.

Oh my god, Dad. How did you get this? I love MrBeast. Oh my god.

At 13 years old, she’s adept at understanding the world of creators and their collective impact on culture, commerce, and trends. But even I was surprised that she was excited for a burger that she wouldn’t have otherwise eaten without the branding.

Jimmy Donaldson has quite the story. In a 2019 interview with Casey Neistat, the two creators discuss his improbable rise from obscurity to nearly 50 million Youtube subscribers. The 22-year-old owns an audience larger than most multinational media companies.

Donaldson represents a new class of creator with the power to move entire retail markets. In a recent conversation with DTC titan Nik Sharma, he mentioned an eye opening figure.

Was just looking at 2PM DTC Power List and as I was looking through, I wondered if you’d ever put creator brands that crush it. I think definitely Danny Duncan’s brand. I mean he’ll do nine figures in revenue with $0 ad spend.

For the vast majority of direct-to-consumer retail, achieving a $100 million revenue mark is highly improbable. Doing so without advertising is impossible. For the top 1% of creators, commerce is just a natural progression. They will earn far more in retail sales than through advertising.

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Here’s how much the biggest YouTube stars earned this year:1. Ryan Kaji: $29.5M2. MrBeast: $24M3. Dude Perfect: $23M4. Rhett and Link: $20M5. Markiplier: $19.5M6. Preston Arsement: $19M7. Nastya: $18.5M8. Blippi: $17M9. David Dobrik: $15.5M10. Jeffree Star: $15M

Ryan Kaji, the 9-year-old toy reviewer, has an omnichannel toy empire worth over $500 million by some estimation. What began as a trend of marketing merchandise has evolved as other industries have adopted eCommerce strategies. The digital layer provided by VDC, Olo, Nextbite, and others has provided new opportunity for this class of creators.

Before year’s end, you’ll see Marques Brownies and Dobrik’s Dumplings. And while the creators will certainly line their pockets, Robert Earl’s foresight into this marketing strategy is due to revolutionize an industry crippled by the lack of foot traffic that leaders like Kat Cole once relied upon to fuel growth in the industry.

MrBeast wasn’t the first creator to put his mark on a fast casual product. But this partnership will be the most transformative for an industry in need.

When this partnership was announced, it was common to see skepticism from commerce industry veterans and advertising executives. One chimed in: “I can’t figure out what’s even really that interesting about it, but I’m new to Mr. Beast.” Another added: “I still don’t see the connection to helping restaurants and charity?” But what’s truer than ever is that commerce follows audience. And the physics of building brands the traditional way is erased by the new mechanisms of linear commerce at scale. For a creator who spends a great deal of his time performing acts of charity, there seems to be more scale on the way, and not just for a struggling restaurant industry, but for the 50 million subscribers who’ve cheered him as he’s turned sponsorships and personal earnings into viral giveaways.

Wherever 50 million fans go, industries will be disrupted. Sometimes for the better.

作者：Web Smith | 编辑：Hilary Milnes | 艺术：亚历克斯-雷米 |关于 2PM

备忘录DoorDash 操作系统

DoorDash has an opportunity to power an evolved, local commerce economy where urbanization has taken a back seat to remote work, the homestead is more relevant than ever before, and the “arming of the rebels” has yet to capture the imagination of Main Street businesses. This is bigger than late night takeout: Food delivery is to DoorDash what book sales were to Amazon.

A singular failure has shaped my understanding of commerce and how digital would influence physical retail. In 2014, eCommerce accounted for just 7.7% of US retail sales, the investment into urbanization had a positive trajectory, and apps like Postmates and DoorDash had begun to eat market share of incumbents like Grubhub. With that backdrop, a close friend and I pieced together a mobile application with a simple marketplace function. It featured an open chat room to guide users through recommendations, sales, and checkout.

The experiment had one goal: To understand if eCommerce could improve the viability of local, analog retail businesses. To do so, we targeted hard goods (not food products). We built atop Uber’s then-available pricing API and enabled independent retailers to market their products within our app and ship products as far as 20 miles outside of the city. Uber’s drivers delivered the goods to their homes.

To accomplish this, we indexed the goods of independent retailers and tracked inventory with a relatively light integration that relied on imported Quickbooks data. And then each product’s corresponding image was pulled into the app through .JSON web calls. Given that the vast majority of featured stores were within a mile of us, contractors were tasked with acquiring the goods and bringing them to a central location to stage for delivery by Uber. The last shipment left by the close of business and inventory was painstakingly updated upon the completion of each business day. In just under a year, the app sold $627,000 in top line sales at an average margin of around 17%.

That’s where the positives ended. The price of doing business with Uber was costly and the fleet of drivers was subpar, causing a number of customer service issues. The demand for hard goods was outpaced by the demand for perishable goods (food). And the area’s physical retail scene was a draw, so most consumers opted to walk, drive, or bike over instead. The app eventually amounted to an expensive experiment in between jobs.

The Difference: Now and Then

The experiment wasn’t a complete failure, however. By the time that we shut the application down, we’d developed a better understanding of the intersections between real estate, retail, technology, and the limitations of small businesses. I also learned an important lesson about eCommerce adoption: 2014 was far too early. Today, the former 7.7% share of retail (in 2014) sales has tripled. Nearly one of every four dollars is spent online in 2020.

Given that our focus was on non-coastal markets and second-tier cities, the marketplace helped us understand the needs of retailers outside of the country’s main retail hubs: Los Angeles, New York, San Francisco, and so on. The app experience was nowhere near perfect, but the experiment was valuable. I went on to build DTC brands, founding 2PM Inc just a year later. That friend of mine became the founder of Loop Returns.

Fast forward and many of the retailers who once considered eCommerce a distraction have now invested heavily into building online retail as a primary channel. Consider Josh Quinn of Ohio’s Tiger Tree, a multi-million dollar independent retailer and former partner of our app experiment. Quinn recently shuttered Tiger Tree’s doors to pursue an eCommerce-first strategy. He said:

It’s an interesting example of just how fast retail has accelerated in six years. To say I don’t think my customers would have seen the utility in an on-demand delivery solution seems laughable now. But we could have been better positioned. We did so well as brick-and-mortar stores that it kept us from investing the way we should have. It hurts to think of where we’d be if we would have put the time into eCommerce back then.

Quinn is representative of a large swath of retailers who relied upon a brick-and-mortar business before the pandemic. But he won’t make the mistake again. He added: “We are in the middle of local online retail being a thing. Almost half of our eCommerce orders go to the Columbus, Ohio area.”

This is the new economy that DoorDash is primed to capture. The permanence of remote work culture and the restrictions placed on urban dining and nightlife has spawned three separate trends. There is a shift from major cities to smaller ones, urban flight to suburban “cities”, and housing to the all-encompassing homestead.

Sanitized urbanization removes the perceived risks of living in urban areas while adding the value of – what’s often – upgraded infrastructure, improved schools, and lower tax bases. [2PM, 1]

As remote work and distance learning continues to become more commonplace, entertainment, commerce, and utility will shift from physical to digital as well. There has been an extraordinary shift from thinking along the lines of office perks to thinking about optimizing the home. Consider Wayfair’s sudden shift of fortune. In 2017, the furniture reseller traded at a $5 billion market cap. Today it trades at nearly $26 billion, a growth emblematic of a boom in redesigning the home for modern needs: remote work, leisure, and comfort.

If this is any indication of how small business owners will react to these macroeconomic changes, we can expect second and third-order effects in the housing market to continue to materialize.

Inside The Home

Like Postmates, which has long tested hard goods marketplace capabilities, DoorDash’s opportunity lies with supporting the businesses of independent retailers by providing new opportunity for them. Not just by delivering the goods but by fostering a marketplace that expands their reach to wider, local audiences. By streamlining retailers as sources of goods and developing new initiatives to reach customers, their marketplace partners will be more inclined to view DoorDash as an effective customer acquisition engine.

A possible future as DoorDash embraces the shift to the homestead (and innovative demand-gen partnerships).

Success or failure will depend on growth beyond food delivery as the core model. This means that the development of efficient customer acquisition, fair and incentivized pay for its last-mile workforce, and paths to hyper growth in gross merchandising volume are key to the company’s long term viability. Consider this excerpt from a recent analysis on DoorDash:

That inability to change the business model is also likely to keep DoorDash from making any meaningful profit. Grubhub, the only US food delivery service on the stock market, recently complained that food delivery is not enough to build a sustainable and profitable business. [2]

By instituting a local marketplace model, DoorDash would encourage retailers like Quinn who find value in reaching more customers in their cities without relying upon the postal service for delivery. Quinn cited his frustration with existing local shipping models:

Independent retailers like us are facing something of a crisis with USPS shipments being delayed. Not that I am blaming them – I understand the strains on their system.

Amazon Prime has popularized next day and same day delivery. Services like HBO Max have begun to shift resources away from physical theaters and towards home-streaming models. And founded a year before our local commerce experiment, DoorDash is now trading at $55.6 billion. Like Jeff Bezos former marketplace of books, Tony Xu’s marketplace of local retailers is in its infancy. While intended for restaurants, the technology could easily be applied to retailers. And while DoorDash touts partnerships with large and sophisticated companies (Macy’s, etc), the delivery app’s real opportunity lies with locally-owned retailers who’d rely on DoorDash for the technical expertise and the audience to grow their businesses – a model that not even Shopify could compete with right now.

In its short existence, DoorDash has evolved well beyond just  delivery logistics, adding services like Storefront, which enables merchants to set up digital ordering directly from their native channels. [3]

We look at apps like DoorDash and see food delivery. Rather, view them as the last-mile enabler for businesses who are leaning into localized eCommerce. Food delivery, alone, will not justify the $50+ billion market cap but a city-by-city network of local retailers may. This is the eCommerce era now. Like every other retailer, DoorDash must learn to create new demand and service it with creative solutions. I suspect that the company’s reach will soon extend beyond your kitchen or your mobile phones. In the near future, the app may function more like a retail operating system.

作者：Web Smith | 编辑：Hilary Milnes | 艺术：亚历克斯-雷米 |关于 2PM

备忘录房间里最聪明的人

一直以来，我都认为 "表象"（Apophenia）是英语中最重要的词汇之一。它既是一种正常现象，也是一种不正常现象，取决于一个人的思维敏锐度，其内涵十分复杂。它是一种在不相关的想法之间找到有意义联系的能力。思想和群体是这一现象的燃料。

阿波菲尼亚在历史上的作用被低估了。启蒙时代推动人类以非凡的方式向前发展。这个时代的核心是欧洲咖啡馆的发明。在进口商品的咖啡因和文艺复兴时期酒精的熏陶下，学术和社会思想在以男性为主的房间里形成，他们铿锵有力、恪尽职守，仿佛这就是他们对社会的独特贡献。

欧洲咖啡馆或 "便士大学 "以大学独有的方式实现了信息合成的民主化。它促进了积极参与者和爱管闲事的听众之间的对话、辩论和著作权。思想是有价值的。想象一下，一艘船的船头附近出现轻微漏水。只有加固的木板才能提供船体所需的稳定性，以经受海上的考验和严酷的环境。启蒙时代的思想就像坚硬的适航木板一样，为他人建造的船体提供了支撑。一个人的想法成就了另一个人的想法。房间里最聪明的人很少能获得最终创造的功劳。但如果你在咖啡馆里待得足够久，你很可能会带着自己的创造离开。

从理论上讲，数字论坛就是这个时代的咖啡馆。18 世纪伦敦的 "便士大学 "曾经带来的启示就是今天共享知识的数字社区。尼克-德维尔德（Nick deWilde）在《有影响力社区的社会架构》一书中解释道：

个人通常会 "雇佣 "社区来完成需要人际交往的过渡。一位初创企业的创始人希望成为一名更好的领导者，他申请加入 "科技领袖"，以获得专业成长所需的真诚反馈。

这也是思想有价值的部分原因：它们可以发挥社区的功能。思想可以凝固成一个坚硬的整体，能够让另一艘船继续航行。然而，"想法并不重要 "的观点却在文章中层出不穷。这些睿智的作家会继续解释说，如果你不能执行这些想法，你的文字或思想就缺乏价值。这些作者推崇执行的价值。毫无疑问，喧嚣文化也是如此。因此，我不敢苟同。

想想已故的美国古生物学家、生物学家和科学史家斯蒂芬-古尔德（Stephen Gould）：

我的天赋是建立联系。这也是我成为散文家的原因。这也是我的技术作品结构如此的原因。蜗牛壳的各个部分是如何相互作用的？生长速度如何？你能看出其中的规律吗？我一直试图在这片森林中找到规律，我很高兴我能做到这一点。......我可以坐下来，就任何主题想出大约 20 个与之相关的事物，而且这些事物之间并没有虚假的联系。

古尔德花了很多年才意识到这是一种技能。有时，房间里最聪明的人是那些能够思考社会问题、行业缺陷或改变游戏规则的创新的人。这些想法会出现在主流新闻媒体、规模庞大的推特上，或者出现在那些不需要说明从哪里听来的重复段子的行业领袖们的视野中。因为这些创意，新闻媒体获得了更多的点击率，推特上的粉丝越来越多，行业领袖们也因此获得了报酬。那么，为什么有些创意者需要通过执行来证明自己的价值，而另一些创意者却仅仅因为找到了受众而赢得了认知价值呢？

驾驭创意并将其转化为发明、基础设施、产品或艺术的能力是一种罕见的技能，应当受到重视。这是肯定的。但这样做的机会并不总是平均分配的。许多最优秀的思想家本身就是建设者，但由于种种原因，他们的想法并不总是归功于他们自己。

时代的传播媒介对思想的归属起着相当大的作用。

最著名的希腊人是演说家。美国殖民时代的领袖们写下了大量论文和书信。亚历山大-汉密尔顿是历史上最多产的创作者之一，他在 1788 年至 1789 年间写了 85 篇文章和随笔。20 世纪初，无线电广播兴起。富兰克林-D-罗斯福利用收音机对美国人进行指导和激励，从而超越了以往大多数总统发表讲话的影响力。20 世纪 60 年代，电视登上舞台中央。英俊的约翰-肯尼迪在电视辩论中一举夺魁，而对于大多数收听广播的人来说，理查德-尼克松则是胜利者。

本世纪初，互联网开创了新型思想领袖的先河。如今，我们正处于文字媒体的崛起阶段，无论是通过 Twitter 还是通讯。曾经在欧洲咖啡馆兴盛一时的那些方法，如今也在 Reddit、Twitter、Substack、Slack 和私人论坛等平台上得以延续。

本着彰显最聪明人的精神，以下是 2PM 生态系统中的一些企业领导者、高管和顾问，他们拥有推动行业发展的想法。

2018 年，当娜杰-奥斯汀（Naj Austin）在艾瑟尔俱乐部（Ethel's Club）上下注时，她本应可以根据 "边缘人群应该有一个具有社区意识的聚集地 "这一想法轻松筹到资金。同年，The Wing 筹集到了 1.17 亿美元，用于扩大对核心人群的服务，而奥斯汀基本上是在勉力支撑着她的创意集。

奥斯汀给我留下的最深刻印象是，当大流行病开始在 2020 年初扰乱像她和 The Wing 这样的实体零售企业时，她有能力转向为 Ethel's Club 社区提供数字服务。奥斯汀的灵活性带来了回报，她目前正在为她的下一个创业项目 "Somewhere Good "筹集资金。

您可以在 Twitter 上关注Naj 的想法。

在布列塔尼-查韦斯（Brittany Chavez）拥有一个可持续发展的电子商务平台来建立自己的市场之前，她就已经提出了为她的社区提供资源的想法 "拉丁裔购物"，并与她的联合创始人迈尔斯-蒙特斯（Miles Montes）围绕这个想法建立了自己的受众群。他们的 Instagram 账户已经拥有超过 6 万名粉丝和顾客，被媒体称为 "拉美人的 Etsy"。Morning Brew 的 Halie LeSavage 解释了为什么她的 Techstars 支持的创业项目能够成功：

正如 2020 年不断提醒我们的那样，Z 世代和千禧一代在购物时坚持自己的价值观。拉美裔购物者是一个强大的消费群体：根据尼尔森公司的数据，到 2023 年，他们将带动美国超过 1.9 万亿美元的消费。[2]

如果说我从查韦斯身上学到了什么，那就是：她坚韧不拔，她不达目的誓不罢休，她欢迎他人的想法，她给予他人应有的赞誉。她的 6 万多名消费者和粉丝都会同意她的观点。

您可以在 Twitter 上关注布列塔尼的想法（在 Twitter 修复她的原始账户之前，您可以在这里关注她的想法）。

我第一次见到 Sherrell 是在 2018 年于佛罗里达州迈阿密举行的全国黑人记者协会会议上。我们和 Trapital 的丹-伦西（Dan Runcie）坐在一起，向一小群与会者阐述了各自的想法和对独立媒体公司的期望。当时，她的最新企业 The Plug 还处于起步阶段。如今，它已成为技术领域最值得依赖的行业资源之一。请看西雅图时报 2020 年 8 月的这篇报道。

多尔西说，她没想到自己的时事通讯会自成一个媒体业务，但 "插头"（The Plug）--这个名字来源于一个俗语，指一个认识所有人、"无所不知 "的人--却一发不可收拾。

多尔西在解释她的论文时说，她获得了哥伦比亚大学新闻研究生院的数据新闻硕士学位，主要研究数据如何帮助 "更好地讲述技术领域代表性不足群体的故事"。[3]

Sherrell 正在打造人力资源领域最重要的公司之一。虽然现在每家科技公司都想聘请她，但我认为她独立创业的影响力会更大。

您可以在 Twitter 上关注Sherrell 的想法。

格蕾丝-加西亚-克拉克（Grace Garcia Clarke）因在著名的德瑞斯公关公司（Derris PR Agency）创办了盈利性内容部门而声名鹊起，她是公关公司与媒体交叉领域中最具好奇心和自由思想的人之一。我们的第一次互动是2019年12月在保罗-蒙福德（Paul Munford）的Lean Luxe社区中就Peloton广告失败的利弊及其对公司命运的影响展开的辩论。

她曾是德瑞斯公司的一名特工，现在独立工作，备受青睐。各品牌会利用她的沟通能力、行业研究能力和洞察力来了解那些呆板的商人所不了解的东西。例如，她为《纽约杂志》的《战略家》（The Strategist）撰写了一篇经过深入研究的产品综述，在这篇文章中，她听取了数十位 Z 世代 TikTok 用户的意见，发表了该刊物转化率最高的文章之一。

没有什么产品能比美容产品在 TikTok 上卖得更快了，无论是 DIY 眉毛贴膜套装、男士剃须粉，还是只需 1 美元的沐浴露。为了弄清哪些东西不负众望，我们花了几个小时与 TikTok 的影响者交换了数百条 DM。[4]

当她被赋予为合作公司做决定的自主权时，这些公司都会从中受益。我应该知道，她经常与 2PM 合作。

您可以在 Twitter 上关注格蕾丝的想法。

Andrea Hernández 是一位消费包装商品专家。她与Snaxshot的合作是她长期坚持的想法的成果：对食品和消费包装品趋势背后的数据进行编辑。埃尔南德斯是洪都拉斯科尔特斯省圣佩德罗苏拉市人，我亲眼目睹了她的受众围绕着Snaxshot开始超越其利基市场。埃尔南德斯还是Mood Food Snacks 的创始人，因此她对更大的市场有着敏锐的洞察力。Morning Brew》杂志最近的一篇报道介绍了她在大流行时期及以后围绕中央产品和分销提出的想法：

我们将看到 "黑店 "的崛起，比如亚马逊（Amazon）最近在布鲁克林推出了第一家只提供在线服务的全食超市（Whole Foods），该超市只专注于完成在线食品杂货订单；DoorDash 也推出了DashMart。[5]

当她撰写有关 CPG 的文章时，我都会倾听。她的观点非常有价值，Snaxshot 将因此而成长。

您可以在 Twitter 上关注Andrea 的想法。

这样的例子不胜枚举。观念 被误解。早期互联网时代的最大受众是战利品的胜利者，而通讯时代的核心则是新思想。模式匹配的惯例正慢慢让位于思想者的优点。

当然，优秀的、可盈利的创意仍会被主流媒体过滤和报道。CNBC、《时尚》杂志和《洛杉矶时报》将继续为小读者的作品争光。但如果说我注意到了一件事，那就是这个时代已经开始缩短敏锐思想的原创者与希望听到这些思想的广大受众之间的距离。

这样一来，创意就变得前所未有的珍贵，因为人们不再认为创意是二元对立的--它从来就不是二元对立的。没有创意者和执行者之分。相反，创意存在于一个范围内，新奇的想法可以带来机遇。这些无形资产现在比以往任何时候都更像一种货币。现在是时候了，我们应该在最聪明的人还在蹒跚学步的时候，就开始认可他们。他们不会太久了。

作者：Web Smith | 编辑：Hilary Milnes | 艺术：亚历克斯-雷米 |关于 2PM