The decision to host a company research and development (R&D) event for investors and analysts should not be taken lightly. Beyond the associated costs, the amount of time it takes to properly prepare is a big endeavor and can be a significant distraction to a company’s management team. Continue Reading
The Westwicke Blog is designed to deliver information and insights into the ever-changing world of healthcare communications.
Any company, no matter how diligent, can find itself suddenly thrust into a crisis — a natural disaster, product safety issue, whistleblower claim, or other unforeseen emergency. When an incident occurs, especially one that disrupts operations or threatens the company’s reputation, stakeholders, be they customers, shareholders or partners, will want to immediately know what happened and how they’re affected. Mishandling the crisis can exacerbate the problem and shake public trust, causing long-lasting harm. And in the current era of instantaneous digital and social media communications, if you don’t communicate during an urgent situation, others may get there first and define it for you.
As the rock ‘n’ roll generation begins settling into their senior years, the “Baby Boomer factor” is wielding its heavy influence on healthcare as it has on other industries. Healthcare spending has grown substantially over the past few decades, and demand will likely remain strong as the number of Americans aged 65 and older will more than double by 2060. At the same time, technologies such as artificial intelligence, blockchain, software-as-a-medical-device and other advances are transforming the healthcare industry and threatening the status quo through rich networks of connection, collaboration, and interdependence.
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.
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.”