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position, capital structure, execution excellence and the ability to accelerate the reinvention of the business and operating model. “Based on our engagement with our global investors, those are key elements to elevated valuation,” he adds.


Q&A Strategies Don’t shortchange the Q&A, To says. His research shows Q&A is a top three, most important element of Investor Day. “It’s best practice to schedule at least two Q&A sessions, each of ample time, based on investor preference,” he says.


“Te buy side prefers Investor Days ‘every two years’ regardless of market-cap size as well as more experience-based events where companies can ‘show and tell’ to bring to life their investment thesis.” — Thang To, CFA, CPA, Corbin Advisors


Nordwall notes investors appreciate clarity and clear explanations that are not buried in long, ram- bling responses. She advises to answer the question directly, then add the appropriate proof points and make reference as and where appropriate to the content in your Investor Day materials. “Ensure that you are controlling your own narrative and not caught off guard.”


Rehearsal “Rehearse,” Fine says. “Delivery is 70%, not the slides. Tere should be a minimum of two rehearsals.” “Everybody thinks they can give a TED Talk,” Mar-


cus notes. “If you’re not putting months of effort into rehearsal, then be scripted – even if it’s a live setting, we run teleprompters in the back on big monitors.” Fine points out, “When executives talk to slides, they need to explain the ‘so what’ and how this initia- tive translates into a financial metric or something the audience can relate to – will it increase sales, expand margins or what?” Nordwall suggests that to deliver a polished event,


24 WI N T E R 2 0 24 ■ IR UPDAT E


it is imperative to rehearse, both individually and collectively as a group. “It not only creates the op- portunity to weed out any duplication in the way the material might be presented but, more importantly, it ensures that each speaker comes across with poise and emphasis,” she says. “Te goal is to present a cohesive presentation


that gels together. It also creates a sense of harmony in the tone and delivery of the materials, which if not done, can easily be exposed during the Q&A,” Nordwall warns. “Remember, it’s also critical to keep in mind your executives’ experience and make it a special event for them so they can focus on doing a great job delivering the message,” suggests Hobbs. “Again … little things matter.”


Stagecraft “Te Investor Day production value should meet the company’s brand standards and be of the same quality as if produced by marketing or communications and like any other form of corporate communication,” Marcus points out. “Tat creation and design of the investor materi-


als are not as important as content is not necessarily true,” Nordwall contends. “Poorly designed slides are likely to undermine the content, material and effort that would have gone into your Investor Day. Strong messaging goes hand in hand with strong design.” Hobbs notes poorly designed or difficult to access


webcasts, unclear directions or simply not enough coffee at the in-person event are just a few examples of how an audience can be distracted. “Ensure you have a great venue and catering team, plan well ahead and pay attention to the details,” he advises. “If that’s not your strength, find someone you trust who can take this on for you.”


Marketing To says it’s important to market Investor Day to drive interest. “Selected marketing best practices include an- nouncing the event via press release, leveraging the earnings call to remind the street of the event, prominently displaying Investor Day materials on the IR website in a way that maximizes engagement,


niri.org/ irupdate


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