It’s like in sports: The better the athlete’s physical fitness and the more familiar they are with the sequences, the better they perform under pressure. What this means is that a strong and well-practiced IR function increases the probability both when it’s “business as usual” and in special situations that the relevant corporate and communication objectives can be achieved.
The IR strategy, equity story, and financial guidance should be reviewed on a regular basis.
It is worth getting a picture of how the company is judged by investors every 12 to 18 months in a structured form. Does this picture match the current strategy? Do new groups of investors have to be addressed?
The most important annual targets and milestones must be made transparent within the company. Not only the management but also the board of directors has to know the annual IR plan
Who forms part of the core team in the event of a crisis? Consulting specialized attorneys and advisors is recommended for smaller companies, even if this is only on a stand-by basis.
