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.
The Westwicke Blog is designed to deliver information and insights into the ever-changing world of healthcare communications.
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.
Establishing credibility in the investor community is key to your company’s success. Delivering a simple story, consistent metrics, and financial transparency are all ways to build relationships with your company’s stakeholders. But even one minor mistake can put a chip in your reputation. What are the credibility busters you should avoid that could negatively shape investor perception? Here are the top 10 things you should work hard to avoid.
The newly implemented MiFID II regulation, aimed at improving fairness and transparency in financial markets, may bring about important changes in the way many publicly traded companies in the United States introduce themselves to desirable investors.
In a post-MiFID II environment, it is imperative that management teams of public healthcare companies take a proactive approach to shareholder targeting and their corporate-access strategy.
Financial news travels instantly, and investors must process its market impact and take action at a similar pace. To help investors analyze new information and make key investment decisions, they look to the IR portion of your website — often a microsite available from your corporate website. An easy-to-use IR website must contain readily available information including up-to-date financials, a recent corporate presentation deck, event listings with access to replays, stock information, and news releases. How do you know if your IR site is any good? Here are five must-haves.
Over the past few months, much has been made of the new MiFID II regulation and the impact it will have on Wall Street, and ultimately, public companies. While it has been in effect since the beginning of the year, we’ve only just begun to experience the impact. We’ve heard stories of lower trading commissions to Wall Street firms; seen buy-side accounts changing the way they compensate sell-side analysts; and caught wind that some of the largest buy-side firms are building out their own corporate access departments.
Many of the MiFID II-related news articles published to date are vague and draw uncertain conclusions about its impact. With that in mind, we want to take this opportunity to outline exactly how we think MiFID II will play out, and provide guidance to senior management to help them thrive under this new world order. Here’s how we see this new regulation snowballing in the coming months.
While most management teams tend to view investors as strictly institutional — professionals putting capital to work for mutual funds, hedge funds, family offices, asset managers, etc. — “retail investors,” individuals investing their personal capital, are continuing to become a bigger and more influential part of the investor landscape.
This emerging community of investors runs the gamut in terms of profile and motivation. They’re day-traders moving in and out of stocks on an everyday basis, individuals controlling the execution of their retirement funds, households investing for the future, true speculators looking for high-flying returns, and everyday people simply looking to generate extra cash.
Medical meetings allow analysts and investors to explore an array of public and private healthcare companies in one place and gain deeper insight into the industry’s competitive dynamics as they meet with management teams and learn about new products and strategies.
These and other industry events play an important role in enhancing Wall Street professionals’ understanding of the quickly changing healthcare landscape – helping them reinforce and update their investment ideas, conduct due diligence, evaluate new prospects, and spot emerging competitive threats.