MC needs a planned communication schedule
Jun 27, 2019 11:36:10 GMT -5
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Post by markado on Jun 27, 2019 11:36:10 GMT -5
It can be used as a tool to continually chip away at the short case / strategy.
In a former life, when I worked at a conglomerate that owned and licensed many brands, you would see brand managers and the VP's they reported into queueing-up to be the next to generate a PR worthy newsbite for the company. Of course, such PRs needed blessing from leadership and corporate counsel, but it was the fact that numerous areas were focused on delivery, to the point PRs were merited, that displayed the company was consistently executing on strategy.
By having a communications calendar, MC can task operating areas with generating sufficient progress on a specific newsworthy initiative by "date x". It puts them on point to deliver by that time, in time to then issue a PR.
All of this assumes a competent marketing/IR/PR team, to ensure publication/broadcast of the news - and, at present, that unfortunately appears to be a wildly unreasonable assumption.
Nonetheless, having a communication calendar allows a company to better control its narrative, vs allowing speculation and misinformation to fill the void.
4 quarterly results (or YE results) calls, plus 4 PRs, plus 2 investor calls and a January investor letter add up to a minimum of 11 touchpoints per year. Schedule them, correctly, with PRs at quarter end months, and you can dull the volatility of opportunistic downward pressure trading around portfolio adjustment times. 11 touchpoints should be the minimum.
This is the kind of management expertise we shareholders expect of a world class technology CEO, no less. Let's see some Consistent Drive. Consistent Delivery. Consistent Communication. This plus increasing sales is what builds deserved confidence in a crowded and unforgiving marketplace, and along with it, share price.
In a former life, when I worked at a conglomerate that owned and licensed many brands, you would see brand managers and the VP's they reported into queueing-up to be the next to generate a PR worthy newsbite for the company. Of course, such PRs needed blessing from leadership and corporate counsel, but it was the fact that numerous areas were focused on delivery, to the point PRs were merited, that displayed the company was consistently executing on strategy.
By having a communications calendar, MC can task operating areas with generating sufficient progress on a specific newsworthy initiative by "date x". It puts them on point to deliver by that time, in time to then issue a PR.
All of this assumes a competent marketing/IR/PR team, to ensure publication/broadcast of the news - and, at present, that unfortunately appears to be a wildly unreasonable assumption.
Nonetheless, having a communication calendar allows a company to better control its narrative, vs allowing speculation and misinformation to fill the void.
4 quarterly results (or YE results) calls, plus 4 PRs, plus 2 investor calls and a January investor letter add up to a minimum of 11 touchpoints per year. Schedule them, correctly, with PRs at quarter end months, and you can dull the volatility of opportunistic downward pressure trading around portfolio adjustment times. 11 touchpoints should be the minimum.
This is the kind of management expertise we shareholders expect of a world class technology CEO, no less. Let's see some Consistent Drive. Consistent Delivery. Consistent Communication. This plus increasing sales is what builds deserved confidence in a crowded and unforgiving marketplace, and along with it, share price.