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September 05, 2007

Business 2.0: RIP 1998 - 2007

Business_20The "next disruptors" include the Reaper, which came late last night to take away the much-missed, but bound to end Business 2.0. Before the Reaper went off to get a dirt tan in foreign climes, I wrote about the magazine being on the edge and perhaps shuffled into a section of Fortune magazine.

Despite Mansueto Ventures' best efforts to buy it to put along side its own prime death candidate, Fast Company, Time Inc. decided it would rather close than sell.

The Reaper understands why because I'm sure my hunch is correct -- as predicted, several Business 2.0 editorial staff will join Fortune and its web site. When you've got a brand name as good as Business 2.0, you're not giving it up so fast, whether it will be in Fortune magazine, its own web site, or both. Time Inc. now has a little less debt for shareholders.

Feeling refreshed after vacation, the Reaper now has plenty of time to learn to run its digital business, hedge on valuable domain names like www.business2isdead.com, and find out when the starting time for Web 3.0 will be. We'll be playing Death Cab for Cutie on the boat ride for this one.

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Comments

With Business 2.0 gone what magazine would you recommend that provides the same sort of news and editorial direction? I have been a HUGE fan of Business 2.0 over the years and will really miss getting this in my mailbox each month. Is Fast Company or Red Herring (in it's new form) a good substitute? I will NOT subscribe to Fortune. I had to get Fortune while I was earning my MBA and it is the most boring and horrible business publication out there in my humble opinion. WAY to stuffy. If I wanted to read The Economist I would! Anyway, any suggestions on a Web 2.0 business publication that will fill the void left by Business 2.0 PLEASE let me know. Thank you.

Emory- Fast Company fits the bill very nicely. Very three-years-from-now. Which could mean RIP three years from now. Maybe I'd better hold my compliments. Let The Reaper do the reaping thing.

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