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13 results for “strategic communication”
...communication often seems targeted to an audience of one in the White House. You know, some CEOs wanna at least appear to cooperate with this administration.
12:40 / 13:53
from transcript12:40 – 13:53
...communication that you share broadly with your team, leverage the investors on your team to help communicate some of those messages. For Brad, sometimes he talks about what's going on in his worldview publicly. He might do it on CNBC. He might do it
31:28 / 32:37
from transcript31:28 – 32:37
And likewise, how hurt are your employees if they're finding out something that you've already been talking about externally? So make sure that we've level set up all the key messages that we're sharing with each constituent is consistent and clear a
30:00 / 31:02
from transcript30:00 – 31:02
And because this is a very specific category, it has to be directly related to being part of that person's lifestyle, essentially. So one, you know, that's probably a narrow list. And being able to sort of, from that list, kinda look at, does the bra
9:45 / 10:48
from transcript9:45 – 10:48
If you switch the order of operations, you will likely, get a slow response or just no response. Right? We've all put a Slack message in a channel and got crickets and tumbleweed. So really starting off with selling the person and making sure that th
11:58 / 13:02
from transcript11:58 – 13:02
“The hidden costs of going public that every founder needs to know”
and being public often gives you the license to to be able to do that. So quite a lot of quite a lot of advantages. But, you know, like any like any ownership structure, you need to be happy and be pr
19:16 / 19:59
tactical advice19:16 – 19:59
...cadence of communication. We have a biweekly meeting between the sales team and the product team so that we can say, hey. What's on your mind? You know? Product is seeing something that they think we need to adjust in the sales process or the sales t
36:47 / 37:55
from transcript36:47 – 37:55
And so they had at the bottom of their rider take out the brown M and M's. Why? They wanted to make people make sure people got to the end of the rider, the rider being the conditions into which they would play in an arena. So here, you put at the bo
1:14:10 / 1:15:19
from transcript1:14:10 – 1:15:19
how creative or innovative you are, the products or or services you put out in the marketplace. You as a company have to determine what is your unique value that you can offer in that space, and the extent to which you really choose to pull that leve
11:56 / 13:06
from transcript11:56 – 13:06
And then and not and by the way, I'm not to talk about marketing, but, like, marketing, you know, I always think, you know, you can be really creative with presentations for marketers. Right? Until how would you change our website? I mean, that's rea
38:13 / 39:27
from transcript38:13 – 39:27
why are they using it and getting very clear on your ICP. And the value that the product is giving to customers, the more you can expose there. And I think then there's more opportunity to, like, okay. I see this level of excitement in founders that,
48:45 / 49:51
from transcript48:45 – 49:51
We think operationally to help improve investment returns, but we're investors. We don't want to run their company. And so we're not a threat to take their job. And I think it's important people understand that because new faces with new ideas and ou
22:28 / 23:30
from transcript22:28 – 23:30
Talk about this one page plan, how you recommend companies operate, with this. Yeah. Thanks for asking that question. I think, typically, companies have complicated the process of aligning their vision, their strategy, their goals, and the way people
1:32:12 / 1:33:18
from transcript1:32:12 – 1:33:18
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