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• W93732813 abstract "Smaller companies: Persuading top management In larger companies, where there are numerous professionals handling various communications functions and separate investor relations departments, problems between IR and other public relations tend to be turf wars over who should be handling which responsibilities. But in smaller companies, where one communications officer is usually responsible for all public relations, the challenge is more difficult: How can investor and other public relations be simultaneously managed by a small staff, when IR and other functions are becoming increasingly demanding? One important part of coping is streamlining the investor relations side, so that efforts and resources devoted to IR produce maximum impact. Rule one for practitioners analyzing IR programs in smaller companies is to realize that they do indeed face different challenges than larger companies. For starters, gaining investors' attention is much more difficult. The vast majority of security analysts - both sell- and buy-side - will look only at large market-cap companies (those whose stock outstanding has market valuation in excess of $350 million to $500 million). Further, many institutions automatically shy away from smaller companies. If this weren't enough, there are other serious issues to deal with, including establishing a relationship with the CEO and/or CFO; gaining senior management's respect for the important, realistic role of public relations in the company's financial strategies; learning how to put an effective, focused program into place; and budgeting problems. Getting through to the CEO In smaller companies, it is not unusual for the CEO and/or CFO to take a personal leadership role in dealing with the financial community and not share with the public relations officer what is being done. This can be unfortunate, because the chief officers often fail to understand many of the nuances of communications and often fail to recognize that analysts are more skeptical of smaller companies, in part because of the greater risk and sometimes because of a more limited track record on which to base judgments. CEOs need the benefit of objectivity that a good public relations executive can offer. To be effective, the practitioner must win top management's trust and support - not an easy task - and subtly educate the chief officer about the differences in the investor relations for small and large companies. First, senior management must be made to understand that smaller companies invariably have the risk of communications volatility. Any information presented can have a greater effect, positive or negative, than it would have on a larger company. The company must try to anticipate this and control the flow of information to make maximum use of good news - recognizing that it may be a while before it has a similar opportunity. Selectivity is paramount Next, senior management must understand that investor audiences chosen and communications delivered must be highly selective. …" @default.
• W93732813 created "2016-06-24" @default.
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• W93732813 date "1990-04-01" @default.
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• W93732813 title "Smaller Companies: Persuading Top Management" @default.
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