where the workload increases and concrete tactics to move it forward are useful. “Focus on workstream, review what time elements


must be completed and by which people, but always keep the process moving forward, and be as efficient as possible with everyone’s time,” Ditmire advises. “It’s a lot of work but even more work if not executed with rigorous attention to detail.”


The Story “Investor Days are meaningful and complex under- takings and as much opportunity as there is when successfully executed, there is also inherent risk,” To notes. “What companies say, how they say it and how much or little they say are all areas where experience, data and best practices can be integral enablers of outperformance.” “Use a third-party resource to help provide a fresh


perspective,” Hobbs offers. “IR and executives are so wrapped up in the details, it’s super important to have that outside perspective to ensure your intended message is communicated.” Fine suggests mocking-up the final slide first so


everyone knows what the goal is, make sure the content supports it, and then work backwards from the goal. “Growth drivers, financial performance and a discussion of capital allocation plans are also cited as the most important elements for management teams to address during Investor Day,” Nordwall says. “Start with your key messages and match the speakers to your messages, not the other way around. Tis ensures that investors walk away with a deeper understanding of the fundamentals of your company and the issues that they care about most.” Own who you are, To advises. “Don’t try to be or


advertise something you’re not as the investment community will see through it right away.” He adds, “Under promise and over deliver: Be methodical with your messaging to ensure you’re setting yourself up well to manage and execute against realistic expectations.” “Ensure your materials and content are adapted to meet the more condensed timeframe as it’s all about delivering a compelling message in a succinct manner,” Nordwall notes. “Nearly three in four inves- tors polled indicated they would like events to last no longer than half a day.”


niri.org/ irupdate


Develop a balanced narrative that is clear, concise, and most important – accurate, To adds. “For example, companies that hosted Investor Days in the second quarter of 2022, and proactively addressed investor concerns about a potential recession and shifting mindset from growth to profitability/margin, built credibility and were ultimately rewarded.” “Provide credible long-term financial metrics


with a clear roadmap of how your company hopes to get there with clear KPIs so that investors can hold management accountable,” Nordwall advises. “Including metrics related to these issues but failing to connect them to the long-term strategy is likely to dilute Investor Day messaging or, worst case, cause confusion for investors.” “Tell a story that is authentic, engaging, relatable


and retellable,” advises Marcus. “When you end up doing a great job, the executive team still had to ex- pend the time to write, present slides, deal with the press, and if you take that much time away from the c-suite, create a product that can be reused.” Marcus says he works from the end. “First, identify your key takeaways for the entire


story, identify two to three supporting statements and for each, identify the reasons to believe,” Marcus explains. “Te reasons to believe are the analytical or anecdotal evidence that helps the audience believe what you are saying, then turn this outline into a story.” Marcus adds that people don’t retell a long list


of facts, they retell stories. Stay ahead of the curve on investor sentiment,


Nordwall suggests. “Tis will ensure that the messages and content are relevant and proactively address the issues that are important to investors and not just what the company wants to talk about.” Nordwall adds that by remaining highly in tune


with investors’ concerns or requirements, companies can avoid a situation where they are scrambling to deliver an Investor Day only after market sentiment and investor confidence has already started to turn. Hayes says a highly impactful investor story touches on the “Significant Six.” He explains it’s a checklist for the client and advisory team to ensure the Investor Day answers critical nonfinancial ques- tions around foresight-enabled vision, the strategic trajectory of the company, sustainability of the market


IR UPDAT E ■ WINT E R 2 0 24 2 3


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40