“Today you need real substantive preparation and real (investor) engagement.”
For centuries, strategists and philosophers have espoused that “the best defense is a good offense” for the simple reason that “when you are constantly in a defensive posture, you can seldom win.”(1) While this philosophy has been embraced by business leaders, it has been adopted less enthusiastically by communications officers, particularly those responsible for investor relations. This is surprising given the growing success and influence of social and investor activists, not to mention the significantly increased competition for capital in general.
It’s been our experience that many companies miss their best opportunity to create a competitive advantage in the global financial markets – let alone maintain a level playing field – by treating investor communications essentially as a compliance function. Among other things, this defensive mindset prevents companies from developing a strong “investment brand” needed to engage investors and enhance enterprise value more effectively...
1 “Sun Tzu – The Art of War for Managers” by Gerald A. Michaelson & Steven Michaelson
(Second Edition, 2010)