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12 results for “investor relations”
...your investors are reading the annual report. They're most likely not. And you have your key investors that you're gonna get to first, but how are you gonna reach everybody else? So I'd say have your list of decision makers, have your bullet points t
31:28 / 32:37
from transcript31:28 – 32:37
...investors are hearing something from someone else in the network that you haven't told them, it's a problem. And likewise, how hurt are your employees if they're finding out something that you've already been talking about externally? So make sure th
29:08 / 30:17
from transcript29:08 – 30:17
...investors and engaging with them and, you know, being honest with them. When things aren't going great, you gotta you gotta tell them that too, and they'll they'll accept that. You know, they're not they read the news. They know what's going on in th
19:29 / 20:46
from transcript19:29 – 20:46
Every day, CEOs face tough decisions as they do their best to navigate fierce competition and economic conditions that are nearly always in a state of flux. To succeed in this cutthroat, ever shifting climate, CEOs only have five choices for how to d
1:12:05 / 1:13:09
from transcript1:12:05 – 1:13:09
...relationship with your investors. If you do it quarterly, you're gonna have a great relationship with your investors. If you do it less than quarterly, your investors might feel, unless you're just having massive success and they're seeing you do cra
1:14:57 / 1:16:01
from transcript1:14:57 – 1:16:01
Michael Malbison writes, stock based compensation has been the second largest source of equity issuance in the last quarter century as a percentage of sales for companies in the Russell 3,000, an index that measures the performance of roughly 3,000 U
30:42 / 31:53
from transcript30:42 – 31:53
...investor relations perspective, I think we're unique because 20 shareholders own 74% of the company. So it doesn't take us a lot to really understand. We wouldn't have to spend $40,000,000 like Disney did or PELDS did to try to organize that. We woul
39:03 / 40:04
from transcript39:03 – 40:04
So we'd pick up the phone and call 18. Maybe there's three or four index funds that wouldn't return the call, but we'd get to everybody else. So I think that makes it the decision to do it the way we do it effective. I just really believe that if you
39:47 / 40:50
from transcript39:47 – 40:50
...minority investor into some private equity deals. We just have one such case in Japan with a company called Topcon, which is being taken private by KKR and JIC Capital, and we'll probably have other opportunities to do that. Other aspect I wanna ask
59:57 / 1:01:07
from transcript59:57 – 1:01:07
...relationship with your investors. If you do it quarterly, you're gonna have a great relationship with your investors. If you do it less than quarterly, your investors might feel, unless you're just having massive success and they're seeing you do cra
1:14:10 / 1:15:19
from transcript1:14:10 – 1:15:19
“The hidden costs of going public that every founder needs to know”
...global investors as as we as we aspire to do. You you absolutely need to be reporting quarterly. And so you need to be happy
19:16 / 19:59
tactical advice19:16 – 19:59
That is a top priority. It's also investing in the Salesforce and, of course, these technology initiatives. But after these investments, the priority is returning cash to shareholders through a growing dividend stream. Over two thirds of free cash fl
36:48 / 37:57
from transcript36:48 – 37:57
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