An investor day is a perfect opportunity to get the public up to speed on your corporate story, but compiling the appropriate guest list can be tricky. Having coordinated nearly 100 investor days as a firm, we know exactly who you should be targeting to attract the perfect audience for your event.
Current shareholders and covering analysts
First, and perhaps most obvious, you should invite your current shareholders and your covering analysts. These two groups have a vested interest in understanding every aspect of your business and will be most engaged and active in the discussions during the event. Additionally, given their relationships with your company, this group will show the highest attendance rate.
While most of Wall Street is focusing on second quarter earnings and squeezing in vacations before Labor Day, it’s never too early to begin preparing for the J.P. Morgan 33rd Annual Healthcare Conference in San Francisco this January, the premier healthcare investment conference of the year. If you are planning to attend but haven’t started thinking about logistics, you are already a little behind. Much of the meeting space and hotel rooms are already spoken for, so the time to start making arrangements is now.
Your board is telling you to go public. Your peers are telling you that this IPO window may close at any moment. You believe your company is compelling enough for an IPO, but are you actually in the position to get one done in short order? How can you make an IPO move faster?
In my last post, I went over key — and sometimes overlooked — housekeeping items you can do to hit the ground running for an IPO, such as ensuring you have the right lawyers and auditors in place and getting a head start on your presentation and website. In this post, I’ll go over strategic choices that you’ll want to think through as soon as possible to improve your chances of a speedy and successful entry into the public markets.
Despite some signs of resistance, initial public offerings (IPOs) continue to move along at a robust pace. With fears that the window may close, some company boards and management teams find themselves scrambling to enter the mix before it is too late. Perhaps by reflex, the first thing they often do is pick up the phone to call an investment bank.
However, before you join their ranks and take your first banker pitch, there are some key – and sometimes overlooked – steps you can take now to ensure you hit the ground running.
Whether your company is on the road to an initial public offering (IPO) or currently operating as a publicly traded company, cultivating and then maintaining a strong relationship with Wall Street requires strategic planning and thoughtful execution. Interacting with the buy-side and sell-side is not a simple process, and we often observe companies making mistakes in their investor relations (IR) programs that can damage management’s credibility with the Street.
What are some common IR mistakes healthcare companies make, and how can you avoid them? To answer, I turned recently to the Westwicke team — and its more than 200 years of combined Wall Street experience. Here’s what they told me.
You worked hard to prepare for your IPO and made it to the first day of trading. Celebrations are certainly in order, but there is plenty of work in the pipeline. In fact, operating as a newly public company presents a whole new set of challenges.
When it comes to investor relations, the focus of your first 100 days as a public company is to educate and communicate with investors and analysts — and to build on the momentum of the IPO to establish credibility, refine your messaging and vision, and provide the information that key stakeholders need. During this time period, your investor relations (IR) function should be in full swing with set procedures, policies, and designated spokespeople in place. In addition to delivering a well-crafted message, meeting with investors, and responding to analyst requests, we recommend that you create a strategic IR plan for the next 12 months and start preparing to report quarterly earnings for the first time.
Below, we share our view of some of the most important tasks during your first 100 days.
For public healthcare companies and those on the road to an initial public offering (IPO), crafting an effective investor relations (IR) program is essential, and can significantly enhance the investment appeal of your company. Whether your company’s investor relations efforts are new – say, the result of going public – or just in need of a fresh perspective (let’s call it a “reset”), it’s important to keep in mind a few core elements as you plan.
Investor conferences offer an effective platform — and a variety of opportunities — for you to tell your story to investors. During the course of the day you may connect with at least a dozen investors and possibly as many as several hundred. What could be better than that?
Whether you are meeting one-on-one or with small groups, presenting a 20-minute overview to a large room full of investors, or delivering your pitch during a chance encounter in the elevator, it’s important to tailor your presentation to the audience at hand and the amount of time you have. Some helpful tips to raise your impact and exposure:
Public healthcare companies often question the best course of action during quiet periods — those stretches of time during which they should limit their interaction with Wall Street due to their knowledge of material and timely information that has not yet been disclosed. Specifically, management teams struggle to figure out what the quiet period means for their investor relations (IR). Should they bring to a halt all communications with the investment community or have limited interaction? Should they answer only fact-based (or historical) questions or avoid inquiries altogether?
While the formal quiet period regulated by the Securities and Exchange Commission (SEC) comes with clear guidelines and regulations, informal quiet periods are far less defined, and variation exists in how much (or little) a company communicates with investors and analysts.
You spend considerable time creating a professional investor presentation that tells a comprehensive story of your company. Yet aside from the analyst/investor due diligence meeting, few opportunities exist for you to deliver the entire presentation from start-to-finish. How, then, can you tailor your presentation to the time and opportunities at hand?
Let me give you a brief overview of the most common investor encounters, the opportunities and challenges they bring, and what you can do to prepare. I’ll also share some strategies to help you leverage your investor presentation to articulate a compelling story in time-sensitive situations — one-on-one and small group meetings at investor conferences, the investor conference presentation, and even the quick chance encounter that can happen anywhere.