IR Planning, Implementation and Measurement
The starting point for an effective investor relations program goes well beyond investor outreach. It begins with a well thought out strategic plan that takes into account the organization’s resources (financial, management time, etc.) as well as the goals and objectives that the IR program is trying to achieve (improving your shareholder base, increasing sell-side coverage, developing key messages, providing shareholder feedback to senior management and competitive intelligence to your business unit leaders, etc.)
So, whether you’re new to IR and looking to learn about the key elements of an IR strategic plan, or you’re a seasoned professional looking for a different perspectives on IR strategic planning, we’re going to question the conventional wisdom of how we run our IR programs in the hope of obtaining new perspectives that we can use to improve our IR programs.
Resources to execute an IR program vary greatly based upon firm size, market cap sizes, industries as well as shareholders and targeting investor.
We would encourage you to think about these objectives for your plans
- How to develop an annual IR strategic plan that maximizes corporate resources and creates value beyond improving your shareholder base
- How differing perspectives on how your IRO colleagues approach multiple facets of their roles including target marketing, quiet periods, earnings guidance, how best to work with the sell-side in order to achieve their goals, etc.
- How to monitor and report on the performance of your plan and adjust tactics when needed.
And as inertia can be hard to change, we push and help to be proactive on the Street.