Investor Event Production: You Need a Process & IR Must Lead

3rd Installment of Great Investor Relations Events Just "Happen" ... Right? -- How to produce awesome Investor Relations Events. This chapter focuses on establishing the right  IR event process up front that yields the greatest results. White Paper excerpts including great tips and career threatening mistakes to avoid when talking to Wall Street. For a complete copy of this whitepaper just click "CONTACT" and request the full copy.

There’s no doubt that an investor event is a team effort that requires active participation from marketing, technology, finance and operations executives. But no professional team can compete without a playbook, and they wouldn’t be ready for the game without a coach. You need a well-defined event production process to prepare every aspect, and the investor relations department has to take the lead every step of the way.

Investor Relations is best positioned to act as the head coach for the event production team that prepares and delivers the investor conference. IR is the voice of the company to Wall Street every day of the year. They know what analysts want to hear, and they’re in the hot seat during every market downturn or business setback that your company faces. IR has the core understanding of the audience so it can best orchestrate the content generation of company executives, the presentation specialist, audio visual suppliers, meeting planners, and caterers to deliver a smooth, successful event.

The Rule of 6: Successful investor events also are driven by a well-defined event production process that is communicated to all contributors from the start. The “Rule of Six” is a reliable framework for planning your investor event: set the date at least six months in advance, start weekly rehearsals six weeks ahead of the date, and plan no more than six 15-minute presentations for a main event lasting between 2-4 hours.

6 months: By setting the investor event’s date six months in advance, you’ll give financial analysts and company executives enough time to save the date on their calendars. Six months also is an adequate period to plan the event logistics, venue, staging, graphics and displays that may be needed for a smooth and memorable event.  Mechanics aside, a six-month’s advance notice will lock-in key executives who are committed to following IR’s process, and it will prevent other, less-dedicated executives from trying to jump into the process late, after all the hardest work has been done.

6 weeks: Presentation development and rehearsals on the other hand should begin just six weeks before the event. Every company competes in a changing market, so starting the investor event rehearsals any sooner will likely mean working with dated content, resulting in a lot of wasted effort. 

6 presentations: We have found that the ideal length for an investor event is no more than one-half day, with no more than six presentations on the agenda that make up about 90 minutes of deep-dive content. Less is more. If additional time is available, mix it up with a guided tour of your facility, a formal Q&A session, a spotlight video on a key product line, or a simple well-staged luncheon.  Your play book and process should enable you to focus the content generation so you’ll have the time and resources to prepare and deliver a quality investor event.

 

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