privacy, and potential regulatory and legal concerns have caused many companies to ban ChatGPT and other data tools—for now. In the meantime, it’s also becoming clear that human “coworkers” are necessary to use AI for effective data processing and analysis, and to avoid tripping over potential biases.
Persuasive Data Visualization. Te “curse of expertise” may cause speakers to drown their audiences in data and words, even though much of the information and context is exclusive to the expert presenter. Rather than expecting your audience to weed through extraneous information to find your company’s key messages, per- suasively present data-driven analyses and evidence by focusing your presentation on clear, concise main and supporting points; reducing detail to avoid overloading viewers with lots of words and bullets; and using visuals to focus on your most important themes. Te rest can be handled as a voiceover or in an appendix.
Flirting with Disaster: Managing Social Media Risks in Crises. Social media can be a “financial weapon of mass destruction” given the fact that 48% of Americans get their news on social media and 94% of journalists use social media as a cited source. Companies should plan for the most likely crisis scenarios when things are calm. For example, getting advance buy-in from internal decision-makers on the decision protocol (starting with when and whom to inform—the general counsel, CFO, CEO, the board?) can help companies more quickly mitigate an impending crisis if a given scenario occurs. Moni- tor analyst reports and traditional and social media as early warning signs of a snowballing crisis. Evaluate the potential risks and rewards of responding to, not responding to, or deleting negative comments from your company’s social media channels. Not responding if you see a few negative comments that aren’t going viral is often preferable to avoid drawing more widespread attention to the issue. Establish if, when and how the company should apologize.
A Guide to Getting the Buy Side’s Attention. While favorable stock performance and investment appeals are clearly attention- grabbers, not every company can offer either or both. It’s important to continually build relationships with the buy side, and to explain the inflection points that could cause your stock’s performance to change for the better. Focus on the quality (not quantity) of interactions with the buy side—and hold accountable the broker marketing your company’s stock, including explaining why a given meeting invitation was declined. When you do land buy-side meetings over time, showcase your company’s impressive bench strength by expanding participation beyond the CEO and CFO to other senior executives, as appropriate.
niri.org/ irupdate
“Artificial intelligence and digitalization can greatly impact— and disrupt—how companies navigate risks and communicate with stakeholders.”
From TV to Futures—Fireside Chat with CNBC’s Steve Grasso. When meeting with investors, get to the point quickly and con- cisely. What did your company do well this quarter? Why are you better than the competition? If your company’s stock may not deserve a better valuation based on its overall business sectors and/or performance, what portion of your company does deserve a higher multiple? What have other investors missed about your company’s performance and potential? Create a sense of urgency about buying your company’s stock based on something that’s go- ing to happen in the near term. Add value by periodically emailing key investors about what happened in your sector that moved the markets that day—and how and why your company’s stock performed well as a result.
ESG 2.0—From Defense to Offense. Panelists included corporate practitioners and an institutional investor who were in remarkably strong agreement about the importance and value of environmen- tal, social and governance (ESG) factors. Smart investors assess how ESG/sustainability impacts investment risk and opportunities and has a tangible, bottom-line impact. Companies deploy and communicate their ESG strategies to create corporate value and attract long-term investors. To drive your ESG narrative, proac- tively set non-financial goals and communicate achievements to ensure stakeholders—including prospective employees—believe in the company’s commitment to its ESG goals. Companies with a long-term ESG vision develop collaborative relationships with multiple stakeholders to educate them on corporate ESG goals, explain progress and back up these statements with supporting data. IR
Maryellen Thielen is Vice President of Communications for the NIRI Chicago chapter and President of Forest Glen Communications LLC;
mtthielen@forestglencomm.com.
IR UPDAT E ■ WINT E R 2 0 24 3 5
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
