As CEOs and CFOs, you no doubt think long and hard about the investment bank with which you want to work. Most management teams consider which investment bankers can best help meet their company’s capital raising and strategic needs, as well as which bank’s sell-side analysts will provide quality research coverage of the company. However, it is also important to consider how impactful the bank’s institutional equity sales force is.
Whether you are already public or thinking of going public, you want to work with a sales force that has real influence in the investment community. Importantly, you want to engage a team that has solid, long-term relationships with those investors who will be buying your stock.
Smaller-cap companies, like many of those in the health services, life sciences and medical technology sectors, experience more volatile stock price action than some of their mid- and large- cap peers. These small companies tend to lack the liquidity of larger firms and are therefore more vulnerable to news events (and often, big price movements will occur for no reason at all). For the executives and investor relations professionals of these companies, such price movements can be gut-wrenching.
In their quest for a solution to stock price volatility, some management teams monitor stock price movements on a daily basis and try to find explanations for this movement. This short-term focus is often non-productive and can even be distracting. It’s better for executives to concentrate on building long-term, sustainable shareholder value by providing the Street with identifiable milestones and successfully achieving those milestones.
While every quarter is different, the “playbook” for preparing senior management for a successful earnings conference call is largely the same. Specifically, the best prepared CEOs and CFOs follow a set of key strategic and tactical steps designed to bring them through a review of all of the essential elements pertinent to the investment community’s analysis of quarterly earnings. In short, CEOs and CFOs that have allocated adequate time to understanding the results, in the context of both internal and external expectations, and are capable of addressing all possible topics with ease and transparency will succeed. Drafting the conference call script is just one piece of this important process. Below, we walk you through these best practices of an effective earnings call.
1. Establish a timeline of deliverables at the outset so all participants know what is expected of them and when.
- Map out the mission-critical items, such as preparing the earnings press release and all the necessary financial tables and disclosures; the requisite SEC filings; the drafting of the conference call scripts and any supporting documents (e.g., slides); the creation of a Q&A document; and the dry-run.
- Include administrative tasks such as arranging for the call itself, creating the queue order in which analysts will ask questions on the call, obtaining the proper pre-clearance of the press release with the Nasdaq or NYSE and so forth.
- Be mindful of potential bottlenecks such as audit committee approval and legal review.
When done well, an Analyst Day (or Investor Day) is an extremely valuable investor relations tool. Typically a half- or full-day event your company hosts for buy- and sell-side analysts, an analyst day meeting can significantly enhance an analyst’s understanding of your company’s fundamentals, as well as aid them in better valuing your stock. At Westwicke, we have participated in hundreds of analyst days over our careers, and this experience lends valuable third-party perspective that has helped many companies hold successful analyst day events. To that end, I offer some do’s and don’ts for analyst days compiled over Westwicke’s years on Wall Street:
Do hold an analyst day every 18-24 months. The event provides investors with a deeper-than-normal dive into your company, and helps demonstrate your management team’s breadth and strategic vision.
Do provide unique content. Think about including members of the management team that investors don’t normally interact with. Consider bringing in physician experts or customers to provide an outsider’s perspective on your products or market. In the planning stages, ask both buy- and sell-side analysts for input.
How do you balance your investor relations (IR) activities with the other demands on your time as a management team? How can you best align your investor relations efforts with your overall corporate strategy and messaging? Here are several tips to help ensure that the strategic investor relations plan you create at the beginning of the year will deliver the desired results:
- Define your goals. In order to be successful you must identify the outcomes you want to achieve. Decide if you are trying to increase your visibility, broaden your shareholder base and/or increase sell-side coverage. Be specific with your goals and create metrics that you can use to evaluate your effectiveness.
- Allocate your time. As a senior executive of a life sciences, medical technology or healthcare services company, you have many demands on your time. Ask yourself, “How much time can I afford to devote to investor relations?” While being visible is important, you don’t want to be overexposed. Your shareholders, the Street and your employees want to know that you spend more time managing your business than worrying about your stock price. Continue Reading
At this point in the year, many companies are preparing to issue 2013 guidance as part of their calendar 4Q earnings call. We thought it would be helpful to share some insights and best practices about the most effective ways for your company to issue earnings guidance.
- Be realistic. Trying to figure out what you’re going to earn a year from now is difficult, and occasionally companies trip themselves up because they issue guidance that they know in their hearts is not attainable. Managements should honestly assess their prospects for the next year, haircut their internal numbers a bit, and provide guidance that feels 100% attainable.
- Range or point estimate? Issuing a guidance range is always the best answer. As you consider this range, make sure it is appropriate for your company’s size and business model. Too wide of a range implies that you may not have a good handle on your business. Too narrow a range doesn’t leave any wiggle room. Continue Reading
“An investment in knowledge pays the best interest” – Benjamin Franklin
Welcome to the new blog of Westwicke, the largest healthcare-focused investor relations and capital markets advisory firm in the country. Here, we’ll be sharing wisdom, insights and knowledge about all aspects of investor relations (IR) and the capital markets with a specific emphasis on what’s important for CEOs, CFOs and IROs at life sciences, medical technology, and healthcare services/HCIT companies.
Who we are
All of the members of the Westwicke team who will be penning posts are seasoned Wall Street experts: former sell-side research analysts, buy-side analysts and portfolio managers, investment bankers, institutional salespeople, and equity capital markets professionals. We’ll be sharing our views based on our collective 200 years of Wall Street experience, a deep knowledge of the healthcare industry, and a history of successful strategic partnership with our clients.