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Small-caps may enjoy less sell-side coverage and deal with tighter constraints on time and resources, but ''small'' does have its advantages, too.
Kara Newman, Thomson Financial
November 13, 2003
At companies of every size, executives who deal with investor relations must face hurdles posed by the economy, scheduling conflicts, securities regulation, and a plethora of other circumstances. At small-cap companies, however, they face additional challenges, often created by a scarcity of resources and by a continuing need to raise the company's profile among investors and analysts.
Small-cap means different things to different people, but one common definition is a stock with a market capitalization below $1 billion; companies below $500 million often are referred to as micro-caps. Many market-watchers use the Russell 2000 Index as a guideline; as of early November 2003, the index had a market-capitalization range of approximately $1.2 billion to $117 million.
The challenges faced by small-cap companies include:
Selling to the Sell Side
That's why, at many small-caps, "the biggest challenge is obtaining sell-side research coverage," according to Tom Newberry, the vice president of corporate communications at Framingham, Massachusetts-based GTC Biotherapeutics. But as banks continually reevaluate the companies they cover in a tough economic environment, preference often goes to the larger, more established companies, while smaller companies see their coverage decline.
Of the S&P 600 Small Cap Index constituents that had some coverage at the end of 2002, this year more than 300 lost one or more analysts who used to cover their stock. Fewer than half that number gained additional coverage, according to a recent Thomson Financial analysis. The average number of analysts covering small-caps decreased from slightly more than 6 per company to about 5.5, an 11 percent decrease over the first nine months of 2003. From a different perspective, the "losers" lost nearly two analysts per company, while the "winners" gained slightly less than that number.
Adds Newberry, whose company has a market capitalization of about $100 million, "The emphasis is on the larger-cap names because of the flow of trading commissions." Furthermore, an event at a large-cap company in the same industry, such as a delay in the approval of a key drug, can buffet small-cap brethren on the theory that the same problem will apply. "No matter what the IR person tries to do about that, it's not going to change, you're still going to get whacked pretty hard," Newberry says. "The only way to counteract that is to perform differently, which is a 'recover later' kind of strategy, rather than a 'prevent the slide' strategy."
Some small-cap companies compensate for a lack of traditional sell-side research by paying for written research from independent providers. Although Newberry believes that this "paid-for research" can be helpful for posting on the company Web site or for sending directly to the sell side or the buy side, it's not an adequate replacement. "Paid-for research has no sales force, and that's really the leverage of bank analysts," he explains. "[Sell-side research analysts] have a megaphone that paid-for research doesn't have."
Managing the Time of Key Executives
Some small-cap firms are blessed with substantial sell-side coverage. Houston-based Swift Energy Co. — an oil and gas exploration and production company with a market capitalization of $400 million — is covered by 10 analysts. Director of investor relations Scott Espenshade credits some of that coverage to industry dynamics; it's not unusual for large-cap energy companies to be followed by 30 or 40 analysts. He adds, however, that he's been seeing pressure from some midsize firms that now must limit the amount of time they spend with Swift.
Espenshade understands that very well, since time management poses his own greatest challenge, which might be expected for a company that participates extensively in equity and debt conferences. It's not simply a matter of managing his own time: Espenshade must manage the time of key executives so he can "get them out marketing" while balancing their need to run the business "back in the office."
Swift's solution is that a variety of senior management — such as executive vice presidents of key divisions, not just the CEO and CFO — are available to meet with investors. "You're not dominating any of your senior executives' time," explains Espenshade, "and it gives the buy side an opportunity to see more breadth in your management."
"Small" Does Have Its Advantages
Showing off that breadth can be one advantage enjoyed by small-caps. Others include:
"Small Cap" Can Mean Big Results
The small cap label doesn't automatically limit what a company can accomplish relative to its larger-cap counterparts, maintains GTC's Newberry. "Once you have the sufficient set of resources to work against your strategic IR plan," he says, "you can get as good or better response as the large-cap names."
Adaptation is the key, maintains Newberry. For example, instead of hosting an investor day centered around one company, Newberry advises small-cap companies within the same industry or geographic area to pool their resources to create a joint event (an approach offered through some chapters of the National Investor Relations Institute). This strategy can help attract investors from the region and beyond, explains Newberry, "because now there's some leverage for the analysts' time."
IR Monthly Update is produced for CFO.com by Thomson Financial. This information is believed to be true and accurate, and we are not responsible for inaccurate information. If you have investor relations news to share, please send it to Kara.Newman@thomson.com.