Topic | Input |
| Strategy | - A good strategy is perfectly embedded in the market environment: What structural and current market trends are decisive? Reliable market figures and forecasts provide the strategy with the necessary foundation
- What is the situation when it comes to barriers to market entry?
- What makes the company different from its competitors? How can it further develop this USP?
- A good strategy is easy to understand and can be summarized in one sentence
- What is the priority of sustainability, what KPIs are defined for it?
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| Segments | - Many companies operate several business segments where their differences as far as the IR issues are concerned are greater than their similarities
- In that case, it is generally more promising to represent the strategy of the individual segments in detail than to describe a necessarily more abstract overarching corporate strategy
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Quantitative
information | - Does a rebalancing of the segments require a change to the sectoral reporting?
- If yes, are retrospective pro forma figures helpful for the new sectors?
- Which ESG numbers are provided and consistently commented on?
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| Qualitative information | - How can investors follow the implementation of the strategy – beyond the financial results?
- Operational milestones for the next one to two years are a tried and tested means for this
- If one sector gains a significantly greater importance over others, specific key performance indicators (KPIs) can be redefined and communicated, if need be also as part of the guidance
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| Guidance | - Are the maturities and key performance indicators of the previous guidance consistent with the adjusted strategy?
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| Form | - The key document for depicting the strategy is the IR presentation
- For the other communications, the strategy and the creation of value should be summarized for the investors in one sentence
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