Creating a presentation for an audience of investors is a balancing act. On the one hand, there are specific pieces of information that investors want to see in a certain way, and if you don’t provide that information, they’ll wonder what you’re trying to hide. On the other hand, investors see so many presentations every month — hundreds of slides, thousands of charts, and an endless barrage of bullets and sub-bullets — it’s no wonder that so few make a lasting impression.
The Westwicke Blog is designed to deliver information and insights into the ever-changing world of healthcare communications.
Face-to-face meetings with key members of the institutional investor community can be critical to your company’s success in the public markets. However, it can often be challenging for companies to reach the right institutional accounts and appropriately balance these IR activities with the many other demands on management’s time.
Earnings calls are your opportunity to communicate your company’s story to the world. These calls give analysts and investors insight into the progress you’re making on financial metrics and clues about future performance. It’s critical to make these calls count.
It may seem a bit early to start creating an investor relations plan for the coming year, but considering there are several major external factors primed to drive structural change and market volatility, it’s critical to start planning now. After all, there is a major U.S. election in November 2020, a recent inversion in the yield curve that may be a predictor of an approaching economic slowdown, an ongoing trade war, and plans for investor conferences organized by corporate access teams at major buy-side institutions that cut out the investment banks.
Reaching the right investors is crucial to expanding your shareholder base and raising your corporate profile. By developing an effective investor-targeting strategy, you can hone in on the institutional investors who are more likely to commit to companies like yours.
Finding those investors begins with a focused and thoughtful approach. Here are a few steps to help you identify a strong circle of promising, high-priority investor targets.
One of the most critical aspects of being able to effectively communicate with Wall Street is to understand how it views you, your company, and your story. A solid understanding of the lens through which you are viewed can give you the foundation to develop a strategic communication plan. Unfortunately, Wall Street doesn’t sit down as a group to develop a single view on your company — each sell-side analyst and investor develops his or her own unique opinion that is influenced by a wide variety of factors.
I remember when reporters answered their phones because they were always at their desks, and only the very wealthy had cell phones. I remember sending materials via overnight mail, because that was the way reporters in Washington, D.C. wanted to be pitched. Then came dial-up internet and the common chime: “You’ve got mail.”
When your company issues a press release, it shouldn’t catch anyone in your company by surprise. If it does, your leaders won’t be able to properly prepare for incoming analyst questions — and that could be disastrous. That’s why it’s essential to have an established internal process for issuing public information. If you don’t have a process — or find that it often breaks down and becomes ineffective — here are five strategies to implement.
Any company that finds Wall Street analyst estimates out of line with its own financial projections faces a potentially risky perception problem. How management handles the situation can determine whether they reassure investors or lose credibility with the Street.
Comprised of former buy- and sell-side professionals, Westwicke’s managing directors can attest to how notoriously difficult financial markets are to predict. One area where there is at least some degree of certainty is the heightened challenge of executing a financing in the midst of an election year, where initial public offering (IPO) activity and appetite for risk tend to diminish, particularly in a politically-charged vertical such as healthcare.