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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
About: CNI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Importance of Investor Relations Why focus on Investor Relations in the first place? www.myCNI.com.my www.OOBEY.com
Is Investor Relations important? ,[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Importance: Funds ,[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Importance: Brand ,[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Types of Investors (1/2) ,[object Object],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
Types of Investors (2/2) ,[object Object],Investor-Shareholders Employee-Shareholders Management-Shareholders Customer-Shareholders Distributor-Shareholders* Distributor-Entrepreneurs* www.myCNI.com.my www.OOBEY.com
BRAND POSITIONING STATEMENT: ATTRIBUTES Brand 'Name' Brand Architecture TARGET INSIGHTS COMPETITIVE SET . PERSONALITY EMOTIONAL RATIONAL REASONS TO BELIEVE DIFFERENTIATOR OVERALL BENEFITS
Importance: Intelligence ,[object Object],www.myCNI.com.my www.OOBEY.com   I.R. Investors CRM Intelligence Deal with… I.R. Management Investor Intelligence Deal with…
Intelligence: Types of Investors (1/2) ,[object Object],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
Intelligence: Types of Investors (2/2) ,[object Object],Investor-Shareholders Employee-Shareholders Management-Shareholders Customer-Shareholders Distributor-Shareholders Distributor-Entrepreneurs www.myCNI.com.my www.OOBEY.com
Intelligence: Why do they Invest? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
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
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
Intelligence: How to Communicate? Self Reliant Need Help Seek Change Seek Stability Searchers Collaborators Streamliners Delegators www.myCNI.com.my www.OOBEY.com
Investor Intelligence: What? ,[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Investor Intelligence: Why? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
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
Dangers of Intelligence… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Intelligence: Survey Problems… ,[object Object],HBR March/April 1996 www.myCNI.com.my www.OOBEY.com
IR and Customer-Shareholders ,[object Object],Investor-Shareholders Employee-Shareholders Management-Shareholders Customer-Shareholders Distributor-Shareholders Distributor-Entrepreneurs www.myCNI.com.my www.OOBEY.com   Affect Sales
Is Investor Relations important? ,[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Obstacles to Growth of Investor Relations If IR is so important, why is it not growing? www.myCNI.com.my www.OOBEY.com
Challenges of Investor Relations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
IR Challenges ,[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Principles of Investor Relations to counter Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Good News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com   ?  
Bad News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com     
Obstacles to IR growth ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2. Aligning IR to Business Priorities USP Market  Discipline Profit Model Business Model www.myCNI.com.my www.OOBEY.com
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
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2. Aligning IR to Business Priorities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
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
4. Glamour vs. Hardwork ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
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
IR vs. Communications Maximizing the value of IR www.myCNI.com.my www.OOBEY.com
[object Object],www.myCNI.com.my www.OOBEY.com
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
Revisit – IR’s Key Roles ,[object Object],[object Object],[object Object],[object Object],Communication to bring in the Funds www.myCNI.com.my www.OOBEY.com
Revisit – IR’s Key Roles ,[object Object],[object Object],[object Object],[object Object],Communication to bring in the Sales www.myCNI.com.my www.OOBEY.com
Communications to bring in the Funds ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
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
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
Communications to bring in the Sales ,[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Communications to bring in the Sales ,[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Communications to bring in the Sales ,[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Virtuous Cycle to Maximize IR and Communications Internal External Feed Feed www.myCNI.com.my www.OOBEY.com
Summary www.myCNI.com.my www.OOBEY.com
Importance of Investor Relations ,[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Obstacles to IR growth ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
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
[object Object],CEO, Anonymous  www.myCNI.com.my www.OOBEY.com
Don’t forget… ,[object Object],www.myCNI.com.my www.OOBEY.com
Thank You.  soft copy of slides:   http://totallyunrelatedrandomanddebatable.blogspot.com/

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

  • 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
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  • 3. Importance of Investor Relations Why focus on Investor Relations in the first place? www.myCNI.com.my www.OOBEY.com
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  • 9. BRAND POSITIONING STATEMENT: ATTRIBUTES Brand 'Name' Brand Architecture TARGET INSIGHTS COMPETITIVE SET . PERSONALITY EMOTIONAL RATIONAL REASONS TO BELIEVE DIFFERENTIATOR OVERALL BENEFITS
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  • 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. 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. Intelligence: How to Communicate? Self Reliant Need Help Seek Change Seek Stability Searchers Collaborators Streamliners Delegators www.myCNI.com.my www.OOBEY.com
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  • 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
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  • 24. Obstacles to Growth of Investor Relations If IR is so important, why is it not growing? www.myCNI.com.my www.OOBEY.com
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  • 28. Good News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com ?  
  • 29. Bad News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com   
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  • 31. 2. Aligning IR to Business Priorities USP Market Discipline Profit Model Business Model www.myCNI.com.my www.OOBEY.com
  • 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
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  • 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
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  • 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. IR vs. Communications Maximizing the value of IR www.myCNI.com.my www.OOBEY.com
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  • 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
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  • 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. 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
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  • 48. Virtuous Cycle to Maximize IR and Communications Internal External Feed Feed www.myCNI.com.my www.OOBEY.com
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  • 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
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  • 55. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/