The ICR Westwicke Blog is designed to deliver information and insights into the ever-changing world of healthcare communications.
Each year, the J.P. Morgan Healthcare Conference provides a critical opportunity to meet with analysts, investors, and other leaders in the healthcare industry. However, making the most of the conference takes preparation.
In less than two months, seasoned investors, influential media, game changing startups and established industry giants will convene at the 42nd Annual JP Morgan Healthcare Conference. Continue Reading
Properly positioning your story within the investment community can help you build a quality, long-term shareholder base and enhance equity market value. To develop an effective investor relations strategy, you must understand how to best interact with investors, stay visible, and adapt to deliver both good news and bad.
In 2019, I wrote a piece on Why You Need an IPO Communications Strategy Well Before the IPO. That was before a pandemic, during which time the healthcare industry experienced a breakthrough year of SPACs and IPOs, only to be followed by an austere 18+ months of market uncertainty. Add rising interest rates and a tough fundraising environment, and going public is now often a conversation that stays on the shelf. But the outlook may be looking brighter and the life sciences industry is showing a heartbeat.
Some management teams assume — incorrectly — that they can play it safe by withholding financial guidance, believing they can’t miss estimates they don’t provide. To the contrary, companies may inadvertently limit their Street credibility by opting out of earnings forecasts and, at the same time, miss an opportunity to manage investor expectations.
Investors judge financial results against analysts’ consensus estimates even if a company doesn’t provide projection, so it makes sense for leadership to set expectations themselves and provide some guardrails. Perhaps more importantly, formal earnings guidance signals management’s confidence in the company’s growth and stability.
Any company, no matter how diligent, can find itself suddenly thrust into a crisis due to internal or external factors. Incidents ranging from a product safety recall to a downturn in industry funding or worldwide health emergency have the potential to disrupt operations or threaten a company’s reputation. Stakeholders, whether customers, shareholders, partners or employees, will want to know immediately what happened and how it affects them. In today’s age of social media and instantaneous digital communication, companies need to be prepared to address a crisis immediately before someone else defines what it means for their stakeholders.
The American Society of Clinical Oncology (ASCO) Annual Meeting provides a unique opportunity to connect with oncology professionals, major media outlets, and other industry representatives from across the globe. It’s undeniably one of the most important conferences for the oncology community every year.
In a search for a healthcare communications partner, one public relations agency’s proposal begins to look just like another’s. Smiling headshots, decades of experience, strong communications skills, great media relations programs, all promising great results for a low fee. With so many similarities, how are you supposed to know which one is the best fit for your company?
Because investor relations and public relations do not have the same audience, the same objectives, and often do not report to the same supervisor within a given company, they frequently work in isolated silos with limited interaction. But there is a need for collaboration between the information “silos” that exist within some organizations, especially in publicly traded companies and private companies preparing for an IPO. For these types of companies, it’s important to establish — and stick to — an internal control process for issuing public information.
While SVB was the 16th largest U.S. bank and second-largest bank failure in U.S. history before it closed last week, those numbers don’t tell the whole story.
SVB was the bank for tech, biotech, digital health companies and venture capital firms, banking with nearly half of U.S. venture-backed healthcare and tech IPOs, as well as nearly half of venture-backed tech and life sciences companies. It was popular with startups and venture funds because it can be more difficult for early-stage companies to get loans from larger, more established banks. SVB made a point of being seen as a friendly lender to innovative companies.
