Every argument clarity score on this site is built from rows on this page. Each
question and answer was assessed with names hidden, the host's own answers included, on
four things from 1 to 5:
directness (does it answer the question asked), coherence (do the ideas follow),
precision (concrete details and clear references), compression (says a lot per word). The weighted
mix (30/30/25/15) is the exchange score. A person's published score averages their exchange
scores on raw tape only, at least 8 of them, shrunk toward the cohort mean.
Full method →
Answered produced feed
D 5 · C 5 · P 5 · Cm 5 5.00
Q And, and did you have some kind of strategy? Like, what did you, what did you even know about the beer business?
A I knew nothing about it. I, I was not really a craft beer guy. You know, I was much more of a pothead than an alcohol guy. And I figured, well, I better get educated, and Bob had been following it, so he knew what was going on, and he said, why don't we fly out to the Pacific Northwest, because that's where it's most developed, and we flew out to Seattle, we rented a car, and we drove down to San Francisco, and it took us 11 days. We stopped in, I think the number was like 33 breweries along the way, and the aha moment for me, Um, Vermont already had three craft breweries. This is 93. And I said, does Vermont really, with its 600,000 people, really need a fourth craft brewery? And everybody was doing the same thing. And so, I was really struggling with, well, how can we be different?
AI assessment note: “I knew nothing about it. I, I was not really a craft beer guy.”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Alan, several, I think five or six years after Jeffrey left the company, Unilever acquired it for reportedly for seven hundred million dollars, which is incredible. Um, when you found out about that, what did you think?
A Well, first of all, I think what Jeffrey did with the business after I left was in many ways, brilliant, you know, certainly deserves a lot of credit for taking this concept and this fledgling business who was really down on its luck and finding the way it's what entrepreneurs do. They find opportunities, they climb over the mountains. And that was a hell of a mountain that seven generation had to climb and to get it into condition that To sell to Unilever, you know, when I got all the calls saying, well, how do you feel about big bad Unilever buying your, your company? It's like, well, number one, it's not my company. And number two, I'm excited as hell. I always wanted to see seventh generation go international. I saw no reason why it was a local regional national brand. And so the fact that Unilever took it over and is now expanding internationally to me was exciting as hell. It was my dream for it.
AI assessment note: “number two, I'm excited as hell. I always wanted to see seventh generation go international.”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q And what were your, what were your suggestions? Like, just make it Clearer, offer better products. Like, what do you remember telling them to do?
A I think I was, I, you know, my memory on this stuff, I'm going to make it up guy, but, um, I probably told them, you know, you need to focus on a lifestyle. You need to educate the customer because you got to remember back in the mid, mid to late eighties, nobody knew what environmentalism was about. Nobody really cared. And so I said, you got to educate your customers. You got to make the pictures bigger because nobody, you They had these tiny little pictures and, and they talked in technical terms. I said, you got to tell, why is it a benefit to the customer? And so I made these suggestions and, um, and they came back and said, boy, those are great suggestions. So, um, why don't you buy us and you can buy us out? Yeah. They said, well, you should buy it.
AI assessment note: “you need to focus on a lifestyle. You need to educate the customer”
Answered produced feed
D 3 · C 4 · P 4 · Cm 4 3.70
Q Um, at, at the time, When Jeffrey was ousted, um, were you following what was going on inside of Seventh Generation? Like, do you remember how you felt?
A Yeah, no, I, I definitely followed it. I was aware of it. People, it's a small town. I know a lot of people who were working in Seventh Generation, so I, I was certainly aware of what was going on. And, uh, also, while we're on the topic, you know, you didn't ask me, what did I learn from being ousted from Seventh Generation? And what's really interesting is I would have given you the answer that Jeffrey just gave you. I really let Jeffrey handle the board. They were his investors. I was busy trying to run the business. The board meetings were down in New York, and I really stayed out of it. In retrospect, I realized that was something that I've never done since. You know, I always stay, as Jeffrey put it, I think well put, you've got to bring your board along.
AI assessment note: “Yeah, no, I, I definitely followed it. I was aware of it.”
