To some companies, the annual letter to shareholders is an art. Warren Buffet, for example, may write a 30-page letter that addresses a range of topics — some that have little relevance to the letter’s intended audience. However, as you prepare to release your annual letter to shareholders, the best approach for most companies is to keep it clear and concise. This letter is an important piece of communication with your investors, and it should clearly lay out your vision, goals, and milestones achieved. Here are six tips to make your letter as effective as possible.
The Westwicke Blog is designed to deliver information and insights into the ever-changing world of healthcare communications.
To execute a successful non-deal road show, you must put in the planning and work. It’s critical to pinpoint the right city and sponsoring analyst to make the most of your trip. However, that work and coordination is well worth it. By getting on the road and telling your story to the Street, you’ll experience many benefits. Here are what we consider the top 10 benefits of non-deal road shows.
As the year comes to a close, it’s time for management teams to start thinking about their 2019 investor relations strategies. How can you learn from your efforts in 2018 — and what needs to change for the year ahead? Should you shift the focus of your activities or hold steady on the path toward the goals you outlined for the past year?
Here, our team of IR experts at Westwicke provide their best advice for creating a top-notch investor relations plan that aligns with your company’s goals and priorities for the upcoming year.
The J.P. Morgan Healthcare Conference provides an insightful beginning to the year. Beyond offering an opportunity to meet with analysts, investors, and other professionals in the healthcare industry, it illuminates trends that you’re likely to see throughout the upcoming year.
As you look forward to the 2019 event in January, start thinking about the information you can glean from the sessions you’ll attend, meetings you’ll facilitate, and announcements you’ll hear over the course of the conference.
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 guidance signals management’s confidence in the company’s growth and stability.
Wall Street analysts can play a key role in a company’s investor relations plan, so executives should approach these relationships carefully. Properly handled analyst relationships can become a significant asset to a company, while missteps may create unnecessary problems — especially considering that analysts may share anything you say with the public markets.
For companies that want to remain attractive to the investment community, the rise of environmental, social and corporate governance (ESG) investing is an important trend to monitor. In 2018, Morningstar Research estimated that the total assets managed in portfolios that incorporate elements of ESG investing has grown by more than 600 percent over the last decade to $23 trillion worldwide.
An acquisition carries the promise of growth and change, and a fair amount of risk, for any company. As a buyer, you may be seeking to broaden your service offerings or geographic footprint, add a new technology, transform the company by expanding into a new healthcare segment, or become a bigger player in a consolidating market.
The prospect of change can be exciting and energizing. At the same time, the process — from shopping to deal integration — is complex and requires skillful planning and management.
You have successfully completed your public offering, laid out a solid investor relations strategy, and successfully managed through your first year as a public company. As you enter your second year and once again map out your investor relations and communication strategy, it is important to make sure that plan evolves with you.
While many of the same components of the strategy should remain – a comprehensive buy-side targeting approach, conference and NDRS plans, etc. – there are a number of changes that you must begin to implement to ensure the strategy adapts to your company’s current circumstances.
“Fear grows in darkness; if you think there’s a bogeyman around, turn on the light.”
The late journalist Dorothy Thompson may not have directed these words at corporate management, but the sentiment applies all the same.
Turning on the light and finding out how others really see your business can be a scary prospect. Staying in the dark and not knowing, however, can be costly for companies reliant on capital markets.