Search
/ 小編 /
.
隨口說兩句。一般公司的對外系統其實很多元，例如說有發言人系統 (spokesman)、投資關係人 (investor relationship)、公共關係 (public relationship)。
.
但 ... 一般比較能夠對外發言的，又是 marketing 系統 (消費者接觸比較多)、有通路的可能是第一線管理者或店員 (銷售或業務系統)、或者有養售後服務系統的可能是 service center (客服系統)
.
然後 ... 在現代的 SNS 下，你也可以說每個員工都代表了企業的形象。(是嗎?)
.
有很多比較保守的企業其實不願意員工肆意的對外發言。但問題是，這個「很不容易拿捏」。現在在網路發達的環境下，說話要得體是非常困難的。
.
現在的社群經營又很在意及時、真誠地跟消費者互動。但至於小編到底那條言行舉止的線在哪呢？
.
但毫無疑問的：小編的影響力很大啊！這麼說，應該更名為大編才對 ... (薪水跟訓練也應該要同步跟上)
【Lesson #3 - Talk to your investors】
Many founders spend countless hours of blood, sweat, and tears fundraising. Endless Zoom calls, perpetual follow-ups, coffee chats, check-ins, dinners, networking events, are all examples of this "always be fundraising" mentality commonly held among bootstrapping entrepreneurs. It's a lot of effort, that oftentimes does not carry over post-fundraising. Once they get money in, the communications falter—a grave mistake and wasted resource, according to Hai Ho, the founder/CEO of Triip (AW#18), a blockchain powered travel platform based in VN.
---
What I’ve come to learn is that the strength of your company is very closely tied to the strength of your relationship with your investors and how frequently you interact with them. Oftentimes in the early days of your startup, you tend to shrug off any need for external help. You managed to build up promising initial traction, raise a round or two of financing, hire top notch talent—things are good, why trouble yourself with managing investor relations. “I’ll reach out when there’s a problem” you might think to yourself.
Before, I would probably hold a board meeting once, maybe twice a year depending on everyone’s schedule, strictly for the purposes of corporate governance. I’ve since changed how I communicate with my investors. No matter how busy it gets, I make it an effort to send email updates once a month and have meetings with them twice a quarter.
Looking back on my 13 years of entrepreneurship, I wish I could’ve done this a lot sooner. Your investors collectively boast a wealth of experience, wisdom, and connections. Make sure you take advantage of that. Talk to them, in good times and bad. You’re on a long-term journey together, so the least you can do is put some trust in each other. They can help illuminate your blind spots, while leveling the playing field against competition, but only if you let them.
We often forget that founder-investor relations are still a type of human relationship at the end of the day, which can only be developed through consistent face-to-face interactions (virtual or physical), not just from a couple of WhatsApp messages here and there. Doing so has created a stronger bond and mutual understanding between my board and I, and ultimately allowed for more information flow, both ways. Most of my problems now have become much easier to solve than before.
Right when COVID first hit in early 2020, I was still somewhat optimistic about the fundraising climate and overall travel landscape, in my naivete. But one of our very early investors that I had recently rekindled with through my renewed IR efforts thankfully stepped in with a precautionary outlook, shepherding us through some scenario planning and advising us to cut costs to zero and assume we wouldn’t be able to get new funds in until 2024. His guidance was instrumental in helping us weather this storm so far. It’s been an incredibly tough time for travel companies this year, to say the least. But building this communication flow with my investors and advisors has made it 10x easier, for both tactical and moral support.
Applications for AW#22 are now open to founders targeting SEA, AI/IoT, or Blockchain/Defi -> https://bit.ly/2VQaEg9
【Lesson #1 - On picking co-founders】
Co-founder disputes are often the crux of any startup failure. You’ll likely be constantly relying on each other for tactical and emotional support for the better half of 10 years. That’s why picking the right one is paramount in building a successful startup. To help share some insights on this topic, I spoke with Alan Chan, the Co-founder and CEO of Omnichat (AW#16), an HK-based company that provides a chatbot plugin for e-commerce sites to automate marketing and improve customer conversions. Looking back on his excruciating decision to replace a co-founder previously, Alan shares his thoughts on what you should look for when seeking out a co-founder and how to properly vet for commitment and establish trust from the get-go.
—-
I started my company in early 2017 and released the MVP shortly thereafter. I handled all the BD efforts in the beginning, cold calling hundreds of what we in Hong Kong call “upstairs” stores (boutique retail shops located in high rise buildings) to test out my product, until I eventually got 200 users onboard. Despite the fact that the initial version was filled with bugs, 20% of the users still came back every month to use our product. So, I thought it was the right time to find a co-founder to accelerate our BD efforts and overall handle the business side of things while I hunkered down on the product.
I chose my best friend of 20 years as my first co-founder. But it ultimately didn’t work out. It was probably around the time of when we joined AppWorks Accelerator #16 in March 2018 where we kept butting heads and it became evident that our expectations for the business and overall commitment were misaligned. Ending our working relationship was one of the most difficult decisions that I’ve had to make in my life. In retrospect, I missed some things. I was the one who convinced him to quit his job, but I also failed to adequately evaluate whether or not he’d be suitable for the startup lifestyle and the commitment that he was willing to make. It’s not normal work that we do; we don’t have set hours or a salary, and we need to grow very fast and constantly go knocking on people’s doors for money or business while failing a thousand times in the process.
Being a founder can be incredibly frustrating and disheartening for anyone without a strong resolve. I was of course quite naive back then. I had already generated some traction and painted a very rosy picture. I thought it would be easy to scale up once we got some investor money—little did I know haha. But at the end of the day, even beyond complementary skill sets, the most important thing between co-founders is trust. It’s better to have some sort of working relationship before, as only then will you see how they behave under stress and react to criticism and setbacks. If you don’t have a prior working relationship, then go through some sort of trial period or co-work on a few projects to properly understand each other’s working and communication styles. Just like in dating, you’ll need to go on a few dates to properly align on a few fundamental things such as shared values, interests, and commitment before tying the knot.
Applications for AW#22 are now open to founders targeting SEA, AI/IoT, or Blockchain/Defi -> https://bit.ly/2Jy1br8
Apple sues NSO Group to curb the abuse of state-sponsored spyware ... Apple today filed a lawsuit against NSO Group to hold it accountable for abusive ... ... <看更多>
Investor Relations (IR) combines finance, communication, and marketing to effectively control the flow of information between a public company, ... ... <看更多>
investor relationship 在 Investor Relations (IR) Definition - Investopedia 的相關結果
The investor relations (IR) department is a division of a business, usually a public company, whose job it is to provide investors with an accurate account ... ... <看更多>