The ICR Westwicke Blog is designed to deliver information and insights into the ever-changing world of healthcare communications.
As public health officials discuss whether to call subsequent COVID-19 vaccinations “boosters,” fearing it gives the impression that previous inoculations weren’t effective—some preferred “third dose” or “final dose”—chalk it up to yet another debate about words and nomenclature related to the worst global pandemic in a century.
You spend considerable time creating a professional investor presentation that tells a comprehensive story of your company. Yet aside from the analyst/investor due diligence meeting, few opportunities exist for you to deliver the entire presentation from start-to-finish. How, then, can you tailor your presentation to the time and opportunities at hand?
In the face of a global pandemic, capital markets have (understandably) seen unprecedented behavior over the past two years. With vaccines, rapid testing, and medical research at center stage of every news outlet and publication, the biotech sector has been especially active. There have been major shifts in both buy- and sell-side activities, leaving many companies wondering how to best raise capital as the world finds its new normal. As young and emerging biotech companies look forward, there is growing concern about the current and future state of funding.
Do you know how the investment community views your company, including your products, leadership team, business strategy, and financial performance? Asking the tough questions and opening your company up to potential negative feedback can be a scary prospect, but it’s well worth it. By conducting a perception audit — an independent investigation into investor and analyst impressions of a company — your company can realize the following benefits.
Securing media coverage can be a fantastic opportunity to tell your company’s story, boost your reputation, and exhibit credible thought leadership in your industry. However, delivering articulate quotes can be challenging.
Investor meetings are essential for managing and expanding your shareholder base. They provide investors with clarity on a company’s story and can allow you to gauge potential investor concerns, but most importantly, they provide management the opportunity to control the story being told to investors.
The buy side often views a meeting with management as a critical component in their due diligence process. Even in the wake of increased scrutiny from SEC regulators regarding Reg FD, these meetings give the buy side more insight into a company story, recent developments, and potential headwinds.
The biotech market has been growing rapidly over the past two decades, and is expected to be worth nearly $2.5 trillion by 2028. Meanwhile, the pace of technological developments and innovation have reduced barriers to entry, leading to an influx of aspiring biotech startups eager to bring their products to market. But despite the increase in available capital, early-stage biotech companies are battling harder for their share of funding. In this article, we explore the challenges, strategies, and best practices in early-stage biotech funding.
Why would anyone invest in a biotech or biopharma company? After all, most are development-stage companies based on complicated science that consume cash voraciously, have no revenue or earnings, and need to sell a dream that could be years away from commercialization.
The risks are enormous. Yet they attract investors because the payoff can be huge. Here are the 10 must-do items that all public biotech companies should address in an effective IR program in order to attract the right investors.
While not all investor meetings require a walk through of your company’s slide deck, meetings with potential new shareholders almost always start with the investor presentation. To ensure that your audience fully appreciates your story, it’s key that your IR deck be clear, concise, and compelling.
Here are 5 tips for refreshing your IR deck to ensure your company’s story and opportunity is properly conveyed:
Just as schools and businesses run occasional fire drills, your company should periodically pressure test your crisis communications plan. To truly understand if and how the plan will work, your management team and employees need to see how your strategy will play out in a realistic scenario.
