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Communicating as a Newly Public Company: Challenges and Opportunities
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Communicating as a Newly Public Company: Challenges and Opportunities
TRENDS
While investor sentiment toward stocks has been negatively influenced by the recent volatility in the financial markets, interest in IPO’s has remained steady. The number of global IPO filings in 2010 is about 120 and indications are that there are many to follow. Of the companies that already have filed, a staggering 65% have come from Asia, with China leading the pack. So the uptick in filings year-to-date is a global phenomenon, which speaks – in part — to the resilience of the global economy.
Asia, Europe or North America – the benefits of going public are fairly universal: greater and more inexpensive access to capital, enhanced opportunities to pursue mergers and acquisitions, increased liquidity for shareholders, a stronger corporate image and another tool to incentivize executives and employees.
COMMUNICATIONS BENEFITS
A benefit of being a public company is the opportunity to earn significantly more interest and coverage from business and financial information channels –major newspapers, business magazines, TV, radio, financial and business web sites and other media outlets.
However, the benefits of enhanced publicity comes with the increased responsibility of communicating appropriately – leveraging newfound media attention to support strategic business goals but all the while playing by fair market rules and maintaining corporate transparency.
Following are a few guidelines to help you become aware of how to take advantage of the benefits and avoid the obstacles.
LEARN THE RULES
Media relations is vital if you know the rules. While an effective media relations program can help increase demand for company stock, newly public companies learn quickly that the rules of the road are infinitely more complex than when operating under the protection of private ownership.
1. Audiences Change
Once a company lists its shares on a public exchange, its key stakeholders extend far beyond media, market researchers, customers, business partners, and employees to include financial analysts, shareholders, shareholder interest groups, and government regulators.
2. Scrutiny Increases
Not only does the communications landscape scale once a company goes public, it also has the potential to become more hostile. Public companies often come under intense scrutiny and attacks in traditional as well as new media, such as in the blogosphere, which can provide forums for “watchdog investors” and disgruntled employees.
3. Regulations Prevail
Quiet period rules strive to lower company awareness in the market, just as media and public interest may be picking up. The cost of noncompliance with quiet periods and numerous other restrictions can be devastating. Regulation Fair Disclosure, known as Reg FD and Sarbanes-Oxley can be daunting, and a company must be sure to fit its strategies within these regulations.
A NEW APPROACH
If a company’s stock exchange senses hype in the media, the exchange can ask the company to temporarily retract its offering. While second chances do exist, filing for an IPO takes significant resources, and can take away focus from day-to-day company operations. There’s a premium on doing it right the first time.
New public companies can avoid costly missteps by adopting a new communications approach that addresses all stakeholders and encompasses all pertinent communications disciplines.
1. Employee Education
Employees are an especially important group. Experience has proven that employees are more motivated when they clearly understand company actions and decisions and have a sense of personal stake in the outcome.
The employee communications discipline can take the form of a program aimed at educating employees on behavioral changes and expectations within a newly public company. For example, once a company goes public, employees have no right to material information before other shareholders.
2. Using Communications Teams
Investor relations, corporate affairs, public affairs and crisis management must be equipped to manage and contain media reactions during turbulent times though the rapid dissemination of accurate, comprehensive information. It’s much easier for a company to keep its credibility than to rebuild it.
Communications team members need to function as strategic counselors to management teams and ambassadors to broader staff. They need to clearly understand and advocate the subtle differences between media activity that is advantageous and “safe,” versus potentially risky and damaging during a quiet period – helping to maintain and build company awareness in the market while simultaneously abiding by new regulations.
3. Social Media
Social Media as practiced with tools like Facebook and Twitter creates an entirely new set of uncharted disclosure issues. On one hand, companies may opt toward transparency and provide information in direct opposition to fair and equal disclosure requirements. On the other hand, some companies simply restrict using social media for investor communications, despite the widespread popularity and advantages of these media in crisis situations.
Despite the desire for transparency, we advise clients that corporate legal and IR teams must get involved in social media to protect the company from violating disclosure requirements. The risks simply don’t outweigh the benefits.
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Ceo Fang Hongbo Most Expensive Household Appliances: New Challenges, New Rights Battles
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Ceo Fang Hongbo Most Expensive Household Appliances: New Challenges, New Rights Battles
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2005 year, 45.6 billion yuan; in 2006, 550 billion; 2007, 75 billion yuan; 2008, 99 billion yuan; in 2009, estimated 98 billion yuan; in 2010, is expected to exceed 120 billion yuan.
Midea Group Sell Income is almost meteoric rise, and the next day broke into the Fortune 500 are numbered. However, all of the achievements and glory in the United States Electric (000527) (000527.SZ) Chairman of the Board Fang Hongbo it seems has become the past tense, for like the challenges of uncertainty and excitement of the Fang Hongbo, aesthetic The future possibilities are infinite.
2009, the for Fang Hongbo is a memorable year. August 26, Fang Hongbo took over the former Chairman of the Board He Xiangjian sitting on the baton for 16 years. Midea private enterprise to break the family succession practices, Fang Hongbo, as professional managers to achieve the brilliant career peak, has become
Home Appliances Industry the most expensive CEO (salary 4.58 million yuan).
Fang Hongbo within the company as the “plane rose up the heads.” 17 years ago when he first arrived in the U.S. electrical only within the President’s Office Journal editor, was rumored to accompany He Xiangjian as travel editor, Fang Hongbo will be the observed market situation sorted out and summarized, and how boldly express their point of view. No doubt when editing written speeches for leading a “sideline”, he learned his trade the big picture and in-depth study of the “eye.”
Opportunities from stepped in the United States in 1997
Air conditioning Operations into the end grain, Fang Hongbo He Xiangjian against all the odds in after the company was only use competent domestic sales of air conditioning. Led him to success is “to sell to
Marketing Changes to manufacturing changes to customer needs “new ideas, to cultivate a group of young in the Emergency Unit of marketing in 2008 after the company sales growth of 200%, sales of 90 million units, China’s air-conditioned four rapid Sharu strong list.
Fang Hongbo so positioning yourself, “compared to
Boss This concept, the boss is born, is a genius; and professional managers are stringent standards for machine parts, the employees, rely on the professional qualities and abilities. “
This way, the United States with an annual sales of electrical appliances close to 50 billion yuan predators. Even in the event of the 2008
Financial Crisis, the US’s electrical energy is also still blooming.
Three quarterly according to the company revealed that the United States in the first three quarters of total revenue 35.66 billion yuan, down 4.5%; net profit of 1.551 billion yuan, an increase of 45%.
Although the sales of beauty has not fully recovered, but the contrast greatly enhance the profitability of the company last year. 2008 full year revenue of 45.3 billion, net profit of only 1.033 billion yuan. First three quarters of the company annual revenues of less than 9.6 billion yuan in 2008, but last year’s net profit more than a 518 million.
Fang Hongbo led the U.S. in appliances, in 2009 has been in transition to high-end products, leading to significant increase in gross profit margin: gross profit margins in the first three quarters as high as 22.24 percent, while the 2008,2007, the company gross margin was only 19.16%, 18.62%. In addition, the annual profit was gratifying: the cumulative expected 2009 net profit of about 18 billion yuan, up about 74%.
This may be just a coincidence. Bo Fang in the 1997 Asian financial crisis, when orders from the company’s crisis, a Crisis in the U.S. Later in the electrical industry to establish a leading position; 12 years, the global financial crisis Fang Hongbo then became the company’s top leader ” Chairman of the Board “and is also the president, set policy and implementation in a, Fang Hongbo what they bring to the company’s miracle?
U.S. group plans to “reach 120 billion yuan in 2010 sales, the impact of the world’s 500″, as compared with 50% of the total group revenue of U.S. electrical appliances work towards this goal in the group naturally important, boosting and witness the Group into the world top 500, or Fang Hongbo another miracle to bring the company.
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Orchard Growth CEO challenges Shadow Minister John Penrose at London Stock Exchange AIM conference
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Orchard Growth CEO challenges Shadow Minister John Penrose at London Stock Exchange AIM conference
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Ash Mehta attended the recent AIM conference held at the London Stock Exchange with a keynote address from John Penrose, Shadow Minister for Business, providing the opportunity to challenge the opposition’s plans for small business regulation.
Orchard Growth’s CEO, Ash Mehta, recently attended the AIM conference held at the London Stock Exchange, during which keynote addresses were presented by Lord Drayson, Minister of State for Science and Innovation, and John Penrose, Shadow Minister for Business. Penrose outlined his concerns regarding the cost of complying with business regulation for SMEs, quoting a figure of £76 billion spent annually. In order to reduce this amount, the Shadow Minister for Business described plans to involve small businesses in a process of evaluating and ultimately voting for business regulations that should be kept in place. This idea prompted a challenge when questions were invited from the floor from Orchard Growth’s CEO that put Penrose on the spot. For more information, call 0845 3700 303 or visit www.orchardgrowth.com.
“When I listened to his ideas about how to improve the state of business regulation, I was rather shocked. It sounded like he wanted to create a bizarre kind of popularity contest, and I couldn’t let that go unchallenged,” explained Ash. “I asked him if he was aware that he was advocating reforming business regulation by turning it into an X-Factor style vote. I think that Her Majesty’s opposition should be producing greater challenge to the government and a more coherent vision for Britain’s future.” When asked how the Shadow Minister responded, Ash replied; “He was very uncomfortable, I genuinely think that the parallels between his proposed solution and a Saturday night entertainment show had never occurred to him.”
“I do think that the cost incurred by small businesses to comply with regulations is a serious issue, although I am curious about the source of the huge figure that was quoted in the speech,” Ash continued. “However, there are other factors that are also seriously damaging small businesses, and those changes in regulation have seriously reduced investment in small businesses. I would like to see a data-driven approach to creating the right business climate, akin to the way a financial director would examine performance in a company and how it is affected by changes in company policy and activity. A financial director would never change the direction of a company without examining the impact of that change, and then constantly evaluating results. As long as business policy is determined by party agendas,” Ash added, “I simply don’t see how the foundations of our business climate can be improved in any meaningful or sustainable fashion.”
Orchard Growth Partners provides extensive help to growing businesses that are seeking venture capital funding, or other types of small business fund raising. We have extensive connections with the business angel network and provide tailored help for growth businesses at all stages of the capital fund raising process. Our financial director services also assist owners with planning their business exit strategy and also prepare for initial public offerings. Orchard Growth Partners pride themselves upon providing the financial expertise to guide a business owner through the growing pains of business expansion, freeing them to concentrate on running their business.
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