W
hat does it take to accelerate your Investor Day from good to truly excellent? Even a modest Investor Day translates to a lot of time and effort for both the IRO and the executive team. Is it worth the effort?
Without a doubt, contends David Fine of Fine Communications. “Investor Day is among the most important communication events on the inves-
tor relations calendar,” Fine says. “An excellent Investor Day can truly differentiate your company.” Investors like them, too. “According to our proprietary research, more than 90%
of investors report Investor Days are a leading source of information and a valu- able use of their time,” says Tang To, CFA, CPA, Head of Investor Day Practice, Corbin Advisors. “When successfully executed, they can serve to sustainably rerate valuation.” “Uncertainty and volatility driven by COVID-19, macroeconomic and geopolitical events have defined capital markets in the last few years, and this has only further underscored investor appetite for proactive and top-rate communication from companies,” says Nicole Nordwall, Managing Director at Rivel, StoryLign, the group’s strategic communication and Investor Day division. “Companies can rely on Investor Days as both an effective and ef- ficient way to reach a wide audience of existing and potential new investors, but Investor Days are time consuming and demanding at best.” “Investor Days are always a lot of work, more than anything I’ve expe-
rienced in 11 years as an IRO, but they can be absolutely worthwhile and aways appreciated by the investment community,” says Edward Ditmire, Head of Investor Relations at Stellantis. “Investors regard what they learn at Investor Day as coming from the highest level of information sources, and they give you a wonderful opportunity to tell your story.” “Investor Days are at an inflection point – the environment that public companies operate in is more complex and multifaceted, which requires a new and different set of content to frame and communicate with investors in a way that will elevate your value,” notes Mark Hayes, Head of Capital Markets and Partner at Breakwater Strategy. “Of increasing importance are the anticipatory vision for the company, the ability to accelerate reinvention of the business and operating model and effective management of geopolitical risk.”
C-Suite Credibility Before the team assignments, before the research begins, before the production schedule, it all starts with talking to the CEO, Fine explains. “Understanding what their ideal outcome is for the day.”
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