> ... post that stuff online.

> I do not understand why that's difficult

It's not. Having worked on the other side, both in startups I founded and later as a senior exec inside the large F100 valley tech company we were acquired by, this inability to communicate what 'customers who want to buy' 'want to know' constantly mystified me.

After deep diving into why it wasn't working at BigCo, I think the root cause is systemic and it's the bottom ~80% of sales and marketing people. In my experience, the top ~20% of sales and marketing people are generally excellent. But the rest seem to be 'performing' their job functions generically without deeply thinking through how to most effectively communicate and sell "this product" to "this customer" in "this context". That's why so many product information pages follow templates which supposedly implement 'best practices' but in reality are pretty terrible. And it's probably why so many product pages lead with vague puffery. I had an anti-puffery rule for marketing copy: only lead with statements of fact about what makes this product different from the top three alternatives which can be proven true or false. "Best in Class"? Nope, anyone can claim that. Say something concrete that matters that we could get sued for lying about.

Typical entry level salespeople don't really care that most introductory sales calls are a waste of everyone's time. They are paid to do it anyway - and it's one of the few pre-sales metrics that can be easily tracked, so lazy sales managers make increasing introductory sales calls an objective. That's why anyone suggesting #nocalls, or even just offering it as an alternate sales funnel, faces so much resistance in an existing sales structure. Even proposing an objective A/B test of #nocalls met was met with departmental 'circle the wagons'. After talking it over one-on-one with different stakeholders, there was no clear reason they could articulate to oppose trying it. I suspect it was part "this is the way we (and everyone like us) always does it" and part fear that if it worked it would upset current metrics, budgets and even head count. Professional mid-level managers in large companies aren't interested in upsetting their departmental apple cart (or turbo-charging it), they just want to add a few more apples to it each year.