TheGreenBaron.com - Corporate Strategies Part Two





PART TWO: 

Ignorance or Apathy? I don’t know and I don’t care:

Here’s what you need to “know” and why you need to “care”; The real difference between successful people and unsuccessful people is that successful people develop the habits of doing the things unsuccessful people won’t do and/or don’t like to do. Keep in mind, successful people probably don’t like doing those things any more than unsuccessful people do; But despite that, they still “develop” the “habit” of “doing” them anyway.  The first key word is “develop” – that takes time, effort, commitment and repetition. The second key word is “habit” – that means giving the necessary time, effort, commitment and repetition until what you are “doing” becomes a “habit”.  Attracting investors takes “time, effort, commitment and repetition” – converting those “investors” into loyal and supportive shareholders also takes “time, effort, commitment and repetition”. Here’s why you should “care” enough to develop the habits above; Loyal and supportive shareholders help you attract resources and opportunities you might not normally have attracted or even knew existed and equally as important, other investors that you all can then work together on converting into loyal and supportive shareholders which also takes “time, effort, commitment and repetition” until everyone involved develops the “habit” of accomplishing those goals together. Together Each Achieves More.

It’s a poor mechanic that blames shoddy work on their tools:

If you currently manage a publicly traded company and have access to the Internet and a telephone, you currently have all the “tools” you need to increase your company’s shareholder base exponentially to as many loyal and supportive shareholders as you need or want…no limit. And you can accomplish that in a fairly short amount of time if you learn and apply the principles of this program.

The overwhelming majority of small cap investors report the majority of stocks they currently own or have owned in the past they first learned about via word of mouth. Statistically one shareholder will attract at least 2 other shareholders to your stock – growing your shareholder database internally and exponentially. The same is true for investors that visit your company’s website, subscribe to your company newsletter or Social Media venue. Each contact that you make in this process, from the first time an investor hears about your stock/company to existing long-term supportive shareholders will each result in an additional two investors, subscribers, followers, shareholders, etc.

Do the math:

Through effective and regular communication, the “process” and your objective is to contact/inform as many “investors” as possible about your stock/company and convert as many of them as possible into “visitors” to your website. Then your goal is to convert as many of those “visitors” to your website into subscribers to your company newsletter and/or followers of your company via your Social Media platform(s). Then your goal is to convert as many of those subscribers/followers as possible into shareholders, then ultimately loyal, long term and supportive shareholders that will help you (and themselves) with this process to grow your shareholder base, share value and their investment exponentially by statistically attracting two others at each step of the process. If you do the math you will see that just one investor learning about your company for the first time can eventually produce up to 81 shareholders – which, if they eventually attract 2 other shareholders each, will soon become 243 shareholders – all of it beginning with that first investor. What would almost 250 new shareholders investing approximately $500 to $2,000 each (small cap shareholder average investment per stock) into your stock do for your company’s share value, corporate value – and not to mention the benefit to and support of your existing shareholders? As an extra added bonus, those 162 additional shareholders the original 81 shareholders attracted will also on average likewise attract 2 additional shareholders each…and so on…and so on, as the process perpetually and exponentially grows over time. By effectively and diligently utilizing this program, starting with just one investor your company could eventually end up gaining over a thousand new shareholders over the course of the next 12 months. Now what would that do for your company’s share value?

“We have met the enemy – and they are us” – Walt Kelly

Two primary components to effectively and successfully managing a corporate level enterprise, whether it’s public or even privately owned, are control and the ability to delegate with confidence. Without both of those primary components the “enemy” will eventually become “us”. That is what The Green Baron Corporate program is all about; effectively and successfully running your business enterprise using “control” and “the ability to delegate with confidence” to avoid you, your shareholders and your company becoming each other’s enemy.

Likewise, there are also two primary components to gaining and maintaining “control” and “the ability to delegate with confidence”. The first is to establish both of those components before you begin anything else. Once you lose either of them, they are twice as hard to re-gain later than they are to gain initially. The second component is for you and everyone else associated with your enterprise to understand the difference between a title and a job. Every “job” may have a “title” but not every “title” has a job…or at least one they’re qualified to do and more importantly, actually accomplish. In some instances it is a legal requirement for public companies to have employees/executives with a designated “title” – but when it comes to doing, or even being qualified to do the “job” associated with that title, that’s where the two sometimes separate. Of course the same is often true in the private sector as well. The difference is in the “private” sector failure is limited to just the company – in the public sector a company’s failure is shared by the shareholders.  If your company just wants to hand out paychecks every week, then we’d be more than happy to provide you with our mailing address. On the other hand if you want the people in your company with those “titles” to actually do their “job” and earn those paychecks, then you will need “control” and “the ability to delegate with confidence”.  One of the most annoying, frustrating and expensive problems shareholders often have with the stocks they own is the company’s failure to accomplish its required and stated objectives in a timely and effective manner. Share value can disappear as fast as shareholder patience.

Truth or Consequences:

When it comes to running your own company and “delegating with confidence” you are always better off getting bad news that is true than good news that is false. Receiving bad news that is true may hurt your business – but receiving good news that is false can put you out of business – especially when it comes to making major business related decisions and/or designating capital expenditures that can affect shareholder support. Bad news that is true may end up costing you something – but good news that is false can end up costing you everything. Just ask George Custer and the 7th Calvary; Custer made the decision to abandon the bulk of his army and heavy weaponry and attack the enemy based on “good news” from his scouts that turned out to be “false”. Then within minutes that “false good news” turned into “true bad news” – and what did that turn into? As you will learn later in this program, “You cannot expect what you are not willing to inspect”. So, before you go charging off to “attack” something based on “good news” – double check those scouting reports.  




READ PART ONE: The Basics of Gaining and Maintaining Loyal and Supportive Shareholders - Implementing the Plan - Working With Your Shareholders - Turning Business Contacts into Personal Relationships - Using your Company to Attract Investors and Shareholders

 

READ PART TWO: Creating Your Own Success Story – Tools of Your Trade - Exponentially Increasing Your Shareholder Base – Control and the Ability to Delegate With Confidence - Getting Your Team on Board - Effectively Handling Good and Bad News

 

READ PART THREE: Your “Stock Company” Versus Your "Corporate" Company – Investor Relations Versus Shareholder Relations – What Shareholders Want and Expect From Your Company - Addressing Shareholder Priorities

 

READ PART FOUR: The Process for Building a Large and Supportive Shareholder Base – Using Effective Communication to Create Fame and Fortune - The Three Types of Effective Communication - The Cycle of Converting Investors Into Shareholders

 

READ PART FIVE: Understanding and Retaining Shareholders – Working For Your Shareholders – Increasing Corporate and Share Value – The H.A.B.U. Principle – Effective Time Management – More Techniques for Converting Investors Into Shareholders - The Real Bottom Line

 

READ PART SIX: The Green Baron's Top 25 Techniques for Gaining, Maintaining and Increasing Corporate and Share Value - Understanding Investors and Knowing Your Shareholders