Vision / Mission and Validation
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The document provides strategic advice for startups on effectively engaging investors and media, emphasizing the importance of knowing one's unique value proposition and being realistic about expectations. It outlines best practices for communication, including having concise talking points, understanding the audience, and maintaining composure during interactions. Additionally, it stresses the importance of follow-up after meetings, honest self-evaluation, and the significance of a clear organizational mission.
Vision / Mission and Validation
- 1. BEFORE KNOW THYSELF UNDERSTAND THE INVESTOR
- 2. KNOW THYSELF ✔ Have a “plain speak” version of your story that addresses your product, purpose and passion. ✔ Truly understand what makes you special/different – and viable. ✔ Have realistic goals and expectations of what you and investment can/cannot accomplish. o It is good for sharing key milestones such as a major release or pivot. o Investors can’t compensate for a bad business model or shady practices. ✔ Understand the difference between “marketing lingo” and a legit features and metrics. ✔ Have a solid set of Talking Points.
- 3. UNDERSTAND THE INVESTOR • Most investors aren’t your enemy, but they’re not your friend either. • Seek investors that align with your audience (some are general, while others have a niche). • Credible investors feel obligated to explore alternatives (or why you may/may not succeed). • There’s often a bias toward conflict and negative outcomes (disruption), meaning “good” stories are harder to get across the goal line. • Understand they work under deadlines of their own, shoestring staff and a ton of pressure. • Research who you intend to pitch and have a good handle of their personal interests.
- 4. DURING WHAT TO DO • Approach with legit investment opportunity, starting with a great “why” or “team.” • Know your Talking Points very well. • Be concise and speak clearly. • Stay true to your vision, values and goals. • Use transitions to pivot away from negatives.
- 5. DURING WHAT NOT TO DO • Say anything you don’t want known. • Speculate or set expectations too high. • Talk to fill the silence. o You want them asking questions • Say “we’d have to sign an NDA.” • Allow anger, annoyance or frustration to show – unless carefully calculated. • Make up answers when you do not know.
- 6. Think of your responses more like a game of chess than checkers. It’s a their job to ask you anything they want. It’s your obligation to answer in a way that’s best for the organization. DURING IF TOO MUCH TO REMEMBER, THEN FOCUS ON THIS...
- 7. AFTER ALMOST DONE… • Thank the investor for their time and interest in your startup. • Promptly provide material they seek. Share what is helpful to your goals and objectives (i.e. – connect on social media and in CRM). • Analyze your website’s traffic and response(s) to the meetings. • Be honest: How did you do? What messages did/didn’t resonate? ITERATE YOUR PITCH • Have a clear sense of what you’ll want to repeat or improve on in the future.
- 8. PR TIPS FOR START-UPS Before, During and After You Approach the Media
- 9. The SAME slides but teaching how to talk with journalists
- 10. BUT FIRST, A BRIEF INTRO… We’re two former reporters that now live to help others tell their stories. Mary Alice Kaspar Kate Miller Morton • More than 20 years of combined newsroom experience. • First place awards for news and feature writing from the Texas Press Association, in 2002 and 2003. • “Best Print Reporter” in Austin by the local chapter of the Public Relations Society of America. We’re sorry we couldn’t be here with you in person today but prepared these tips – and hope they help you.
- 11. Mary Alice Kaspar Cell: (512) 963-1096 Email: mak@compass-com.com Kate Miller Morton Cell: (512) 922-6277 Email: kate@compass-com.comTHANK YOU Please reach out if we can be of further assistance. www.Compass-Com.com How to get in touch:
- 12. BEFORE KNOW THYSELF UNDERSTAND THE MEDIA
- 13. KNOW THYSELF ✔ Have a “plain speak” version of your story that addresses your product, purpose and passion. ✔ Truly understand what makes you special/different – and viable. ✔ Have realistic goals and expectations of what coverage can/cannot accomplish. o It is good for sharing key milestones such as getting funding or a landing a key customer. o Even “positive” press can’t compensate for a bad business model or shady practices. ✔ Understand the difference between “marketing lingo” and a legit news peg. ✔ Have a solid set of Talking Points.
- 14. UNDERSTAND THE MEDIA • Most reporters aren’t your enemy, but they’re not your friend either. • Seek stories that appeal to their audience (some are general, while others have a niche). • Credible outlets feel obligated to report “both sides” (or why you may/may not succeed). • There’s often a bias toward conflict and negative news, meaning “good” news stories are harder to get across the goal line. • Understand they work under tight deadlines, shoestring staff and a ton of pressure. • Research who you intend to pitch and have a good handle of their reporting style.
- 15. DURING WHAT TO DO • Approach with legit news, starting with a great “peg” or “hook.” • Know your Talking Points very well. • Be concise and speak clearly. • Repeat, repeat, repeat. Unless it’s live TV, no one will know. • Stay true to your vision, values and goals. • Use transitions to pivot away from negatives.
- 16. DURING WHAT NOT TO DO • Say anything you don’t want reported. • Speculate or set expectations too high. o What you say can be used against you in the future. • Talk to fill the silence. o Instead, ask “is there anything else?” • Say “no comment.” o It’s better to pivot. • Allow anger, annoyance or frustration to show – unless carefully calculated. • Make up answers when you do not know.
- 17. Think of your responses more like a game of chess than checkers. It’s a reporter’s job to ask you anything they want. It’s your obligation to answer in a way that’s best for the organization. DURING IF THE REST IS TOO MUCH TO REMEMBER, THEN FOCUS ON THIS...
- 18. AFTER ALMOST DONE… • Thank the reporter for their time and interest in your news. • Review all coverage. Share what is helpful to your goals and objectives (i.e. – on your website and social media). • Analyze your website’s traffic and targeted audience(s) response to the coverage. • Be honest: How did you do? Spokesperson stay on point? What messages did/didn’t resonate? • Have a clear sense of what you’ll want to repeat or improve on in the future.
- 21. Every organization knows WHAT they do: their products or services. Some organizations know HOW they do it. This sets them apart from competition and makes them special. Few organizations know WHY they do it. Why is not about making money; that’s the result. It’s a purpose or cause, a belief which is the reason the organization exists.
- 24. Google’s mission To organize the world’s information and make it universally accessible and useful
- 31. Why Who When Mission Who Where When Vision