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Investor Relations As The New Focus In Creating Long Term Corporate Value - ABF Investor Relations Conference

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Investor Relations as the new focus in creating long term corporate value
*Assess the importance of Investor Relations functions
*Factors prohibiting growth or development in this area
*Differentiating Investor Relations with other communication initiatives in maximizing its value

Published in: Economy & Finance, Business
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Investor Relations As The New Focus In Creating Long Term Corporate Value - ABF Investor Relations Conference

  1. 1. INVESTOR RELATIONS AS THE NEW FOCUS IN CREATING LONG TERM CORPORATE VALUE Case Study, Concepts, and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
  2. 2. About: CNI <ul><li>19 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Export/Trading, eCommerce </li></ul><ul><li>Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan </li></ul><ul><li>Staff force: ± 500 </li></ul><ul><li>Distributors: 250,000 </li></ul><ul><li>Products: Consumer Goods and Services </li></ul>www.myCNI.com.my www.OOBEY.com
  3. 3. Importance of Investor Relations Why focus on Investor Relations in the first place? www.myCNI.com.my www.OOBEY.com
  4. 4. Is Investor Relations important? <ul><li>Funds </li></ul><ul><li>Brand </li></ul><ul><li>Intelligence </li></ul><ul><li>Customer-shareholders </li></ul>www.myCNI.com.my www.OOBEY.com
  5. 5. Importance: Funds <ul><li>This is the most obvious. </li></ul><ul><li>The objective is to keep the paymasters happy so that they will either maintain or increase their funding. </li></ul><ul><li>Crisis Management is one small area that falls into this objective </li></ul>www.myCNI.com.my www.OOBEY.com
  6. 6. Importance: Brand <ul><li>Investor Relations is a key component of corporate Branding due to its direct influence on: </li></ul><ul><li>Multiple parties (Investors) </li></ul><ul><ul><li>These parties are either our Branding targets or has influence on our branding targets </li></ul></ul><ul><li>Brand Architecture </li></ul>www.myCNI.com.my www.OOBEY.com
  7. 7. Types of Investors (1/2) <ul><li>Institutional </li></ul>Fund Managers Corporations Sovereign Funds VCs NGOs Non-Profit Org Financial (Loans) JV Partners M&A Social VCs Holding Co. HQ (MNC) Gov. VCs Supply Chain Gov. Partnership PFI Competitors Franchisees www.myCNI.com.my www.OOBEY.com
  8. 8. Types of Investors (2/2) <ul><li>Retail </li></ul>Investor-Shareholders Employee-Shareholders Management-Shareholders Customer-Shareholders Distributor-Shareholders* Distributor-Entrepreneurs* www.myCNI.com.my www.OOBEY.com
  9. 9. BRAND POSITIONING STATEMENT: ATTRIBUTES Brand 'Name' Brand Architecture TARGET INSIGHTS COMPETITIVE SET . PERSONALITY EMOTIONAL RATIONAL REASONS TO BELIEVE DIFFERENTIATOR OVERALL BENEFITS
  10. 10. Importance: Intelligence <ul><li>Two types: </li></ul>www.myCNI.com.my www.OOBEY.com I.R. Investors CRM Intelligence Deal with… I.R. Management Investor Intelligence Deal with…
  11. 11. Intelligence: Types of Investors (1/2) <ul><li>Institutional </li></ul>Fund Managers Corporations Sovereign Funds VCs NGOs Non-Profit Org Financial (Loans) JV Partners M&A Social VCs Holding Co. HQ (MNC) Gov. VCs Supply Chain Gov. Partnership PFI Competitors Franchisees www.myCNI.com.my www.OOBEY.com
  12. 12. Intelligence: Types of Investors (2/2) <ul><li>Retail </li></ul>Investor-Shareholders Employee-Shareholders Management-Shareholders Customer-Shareholders Distributor-Shareholders Distributor-Entrepreneurs www.myCNI.com.my www.OOBEY.com
  13. 13. Intelligence: Why do they Invest? <ul><li>Return/Profit </li></ul><ul><li>Risk Management/ Hedging </li></ul><ul><li>Tax-benefits </li></ul><ul><li>CSR/Image </li></ul><ul><li>Diversify revenue </li></ul><ul><li>Counter-cyclical balance </li></ul><ul><li>Support ‘Mission’ </li></ul><ul><li>Exclusive rights </li></ul><ul><li>Contractual obligation </li></ul><ul><li>National Agenda </li></ul><ul><li>Control Supply Chain </li></ul><ul><li>R&D portfolio </li></ul><ul><li>Control Management </li></ul><ul><li>Alternative Cash Flow </li></ul><ul><li>M&A </li></ul>www.myCNI.com.my www.OOBEY.com
  14. 14. Intelligence: How do Investors get their ‘INFO’? (1/2) Institutional Gov./Politics Customers Suppliers Economics AGM Market Research Internet* Annual Report Media Analysts Fund Managers Due Diligence NGOs Newsletter Spokespersons www.myCNI.com.my www.OOBEY.com
  15. 15. Intelligence: How do Investors get their ‘INFO’? (2/2) Retail Gov./ Politics Customers Public Events Economics AGM Ads Internet* Annual Report Media Analysts Fund Managers Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
  16. 16. Intelligence: How to Communicate? Self Reliant Need Help Seek Change Seek Stability Searchers Collaborators Streamliners Delegators www.myCNI.com.my www.OOBEY.com
  17. 17. Investor Intelligence: What? <ul><li>Examples… </li></ul><ul><li>Record feedback and questions </li></ul><ul><li>Competitors’ IR communications </li></ul><ul><li>Top 10 Analysts’ views on Company </li></ul><ul><li>Top 10 Analysts’ views on Industry </li></ul>www.myCNI.com.my www.OOBEY.com
  18. 18. Investor Intelligence: Why? <ul><li>Broad view of market </li></ul><ul><li>Less optimistic/review own assumptions </li></ul><ul><li>Upgrade IR function to be strategic </li></ul><ul><li>Feed Management discussions </li></ul><ul><li>Better and more relevant IR communications </li></ul><ul><li>Support (buy-in) </li></ul>www.myCNI.com.my www.OOBEY.com
  19. 19. Investor Intelligence: Why? Revenue Growth Base Retention Share Gain Positioning Adjacent Market New Business Operational Excellence Product Leadership Customer Intimacy Competencies Information Systems Motivation, empowerment, alignment Financial Learning & Growth Internal Process Customers Investment Strategy Productivity Market Value www.myCNI.com.my www.OOBEY.com
  20. 20. Dangers of Intelligence… <ul><li>Also known as ‘Beware of Benchmarking’: </li></ul><ul><li>Big vs. Small company </li></ul><ul><li>Selective success stories </li></ul><ul><li>Correlation vs. Causal </li></ul><ul><li>Survey problems </li></ul><ul><li>Actionable vs. For-fun </li></ul>www.myCNI.com.my www.OOBEY.com
  21. 21. Intelligence: Survey Problems… <ul><li>“ In business after business, 60% to 80% of lost customers reported on a survey just prior to defecting that they were satisfied or very satisfied .” </li></ul>HBR March/April 1996 www.myCNI.com.my www.OOBEY.com
  22. 22. IR and Customer-Shareholders <ul><li>Retail </li></ul>Investor-Shareholders Employee-Shareholders Management-Shareholders Customer-Shareholders Distributor-Shareholders Distributor-Entrepreneurs www.myCNI.com.my www.OOBEY.com Affect Sales
  23. 23. Is Investor Relations important? <ul><li>Funds </li></ul><ul><li>Brand </li></ul><ul><li>Intelligence </li></ul><ul><li>Customer-shareholders </li></ul>www.myCNI.com.my www.OOBEY.com
  24. 24. Obstacles to Growth of Investor Relations If IR is so important, why is it not growing? www.myCNI.com.my www.OOBEY.com
  25. 25. Challenges of Investor Relations <ul><li>Stake- vs. Share-holder* </li></ul><ul><li>Public Opinions </li></ul><ul><li>Global operations – difficult to explain </li></ul><ul><li>Increasing focus on ecological, social, ethical issues </li></ul><ul><li>Diverged expectations for same issue </li></ul><ul><li>What to do with Excessive Cash? </li></ul><ul><li>Superficial changes vs. Fundamental Changes </li></ul><ul><li>Investors depend on ‘hearsay’ vs. ‘facts’ </li></ul><ul><li>Share Price ≠ Market </li></ul><ul><li>R&D/M.S./HR vs. Investor Expectations </li></ul><ul><li>Opposing ‘Expert’ views </li></ul>www.myCNI.com.my www.OOBEY.com
  26. 26. IR Challenges <ul><li>“ Good news for stockholders can be bad news for other stakeholders.” </li></ul><ul><li>Gregory Miller, Assoc. Prof., Harvard Business School. </li></ul>www.myCNI.com.my www.OOBEY.com
  27. 27. Principles of Investor Relations to counter Challenges <ul><li>Long-term relationship </li></ul><ul><li>Consistent and Proactive </li></ul><ul><li>Performance vs. Controllability </li></ul><ul><li>Aligned with operating/strategy position* </li></ul><ul><li>One message, Different Emphasis </li></ul>www.myCNI.com.my www.OOBEY.com
  28. 28. Good News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com ?  
  29. 29. Bad News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com   
  30. 30. Obstacles to IR growth <ul><li>How is IR not maximized? </li></ul><ul><li>Because I can - Competency problem </li></ul><ul><li>Poor business value – Ignorance problem* </li></ul><ul><li>No Budget lah - Alignment problem </li></ul><ul><li>Not exciting lah – Glamour problem* </li></ul><ul><li>Idealistic Theories – Practical-ness problem* </li></ul>
  31. 31. 2. Aligning IR to Business Priorities USP Market Discipline Profit Model Business Model www.myCNI.com.my www.OOBEY.com
  32. 32. 2. Aligning IR to Business Priorities Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
  33. 33. <ul><li>Product Leadership </li></ul><ul><li>New, state of the art products or services </li></ul><ul><li>Risk takers </li></ul><ul><li>Meet volatile customer needs </li></ul><ul><li>Fast concept-to- counter </li></ul><ul><li>Never satisfied - obsolete own and competitors' products </li></ul><ul><li>Learning organization </li></ul>2. Aligning IR to Business Priorities <ul><li>Operational Excellence </li></ul><ul><li>Competitive price </li></ul><ul><li>Error free, reliable </li></ul><ul><li>Fast (on demand) </li></ul><ul><li>Simple </li></ul><ul><li>Responsive </li></ul><ul><li>Consistent information for all </li></ul><ul><li>Transactional </li></ul><ul><li>'Once and Done' </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Management by Fact </li></ul><ul><li>Easy to do business with </li></ul><ul><li>Have it your way (customization) </li></ul><ul><li>Market segments of one </li></ul><ul><li>Proactive, flexible </li></ul><ul><li>Relationship and consultative selling </li></ul><ul><li>Cross selling </li></ul>www.myCNI.com.my www.OOBEY.com
  34. 34. 2. Aligning IR to Business Priorities Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Innovation/R&D Early wins Slow Down HR Costs Top Talent focus Sales, Sales, Sales Increase attrition www.myCNI.com.my www.OOBEY.com
  35. 35. 4. Glamour vs. Hardwork <ul><li>Durian Party </li></ul><ul><li>Wisma Tour </li></ul><ul><li>Hampers </li></ul><ul><li>Umrah </li></ul><ul><li>China Factory Visit </li></ul><ul><li>Large Events </li></ul><ul><li>Donations to Media </li></ul><ul><li>Jakim visit </li></ul>www.myCNI.com.my www.OOBEY.com
  36. 36. 5. Idealistic Theories Right Information at the Right Time Integrity + Care towards Individuals Managerial (Internal) vs. Technical (External) Manage conflicting ‘Trust’ agendas Manifestation of Correlation vs. Causal problem www.myCNI.com.my www.OOBEY.com Build Trust Managerial Competence Integrity Transparency
  37. 37. IR vs. Communications Maximizing the value of IR www.myCNI.com.my www.OOBEY.com
  38. 38. <ul><li>How do we maximize the value of IR to the organization? </li></ul>www.myCNI.com.my www.OOBEY.com
  39. 39. IR in Communications Communications Internal External Mgmt Distributors Suppliers Proactive Reactive Proactive Reactive COMM Tools COMM Tools www.myCNI.com.my www.OOBEY.com Employees Associations Universities NGOs Investors Media Government Public Authorities
  40. 40. Revisit – IR’s Key Roles <ul><li>Funds </li></ul><ul><li>Brand </li></ul><ul><li>Intelligence </li></ul><ul><li>Customer-shareholders </li></ul>Communication to bring in the Funds www.myCNI.com.my www.OOBEY.com
  41. 41. Revisit – IR’s Key Roles <ul><li>Funds </li></ul><ul><li>Brand </li></ul><ul><li>Intelligence </li></ul><ul><li>Customer-shareholders </li></ul>Communication to bring in the Sales www.myCNI.com.my www.OOBEY.com
  42. 42. Communications to bring in the Funds <ul><li>Long-term relationship </li></ul><ul><li>Consistent and Proactive </li></ul><ul><li>Performance vs. Controllability </li></ul><ul><li>Aligned with operating/strategy position </li></ul><ul><li>One message, Different Emphasis </li></ul><ul><li>Outside-in Intelligence </li></ul>www.myCNI.com.my www.OOBEY.com
  43. 43. Communications to bring in the Sales Ultimate Objective of Marketing: “ Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman “ Retention and Loyalty are useless if No Conversion is happening.” www.myCNI.com.my www.OOBEY.com
  44. 44. Communications to bring in the Sales “ Retention and Loyalty are useless if No Conversion is happening.” “ Comm (IR) is useless if No Conversion is happening.” www.myCNI.com.my www.OOBEY.com
  45. 45. Communications to bring in the Sales <ul><li>Loyalty is Useless… </li></ul><ul><li>Virtual Consumption vs. Real Consumption </li></ul>www.myCNI.com.my www.OOBEY.com
  46. 46. Communications to bring in the Sales <ul><li>Loyalty is misleading… </li></ul><ul><li>Heavy Consumption ≠ Loyalty </li></ul><ul><li>Loyalty ≠ Heavy Consumption </li></ul>www.myCNI.com.my www.OOBEY.com
  47. 47. Communications to bring in the Sales <ul><li>Comm = Relationship (something like Dating) </li></ul><ul><li>Comm ≠ Media glitz </li></ul><ul><li>Comm ≠ ATL/BTL/BwTL/ArTL/FTL </li></ul><ul><li>Comm ≠ CSR </li></ul><ul><li>Comm = Get more people, to buy more, more frequently, at higher prices </li></ul>www.myCNI.com.my www.OOBEY.com
  48. 48. Virtuous Cycle to Maximize IR and Communications Internal External Feed Feed www.myCNI.com.my www.OOBEY.com
  49. 49. Summary www.myCNI.com.my www.OOBEY.com
  50. 50. Importance of Investor Relations <ul><li>Funds </li></ul><ul><li>Brand </li></ul><ul><li>Intelligence </li></ul><ul><li>Customer-shareholders </li></ul>www.myCNI.com.my www.OOBEY.com
  51. 51. Obstacles to IR growth <ul><li>How is IR not maximized? </li></ul><ul><li>Because I can - Competency problem </li></ul><ul><li>Poor business value – Ignorance problem* </li></ul><ul><li>No Budget lah - Alignment problem </li></ul><ul><li>Not exciting lah – Glamour problem* </li></ul><ul><li>Idealistic Theories – Practical-ness problem* </li></ul>www.myCNI.com.my www.OOBEY.com
  52. 52. Maximizing IR in Communications Communications Internal External Mgmt Distributors Suppliers Proactive Reactive Proactive Reactive COMM Tools COMM Tools www.myCNI.com.my www.OOBEY.com Employees Associations Universities NGOs Investors Media Government Public Authorities
  53. 53. <ul><li>“… in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent&quot; </li></ul>CEO, Anonymous www.myCNI.com.my www.OOBEY.com
  54. 54. Don’t forget… <ul><li>“ The business of business is Business, not Investor Relations” </li></ul>www.myCNI.com.my www.OOBEY.com
  55. 55. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/

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