Unlike our workshops, which require active participation from our clients, our Conference Call Analysis requires nothing from the client other than a willingness to hear constructive criticism of their conference call efforts. It’s a written report we provide after listening to and evaluating a quarterly earnings conference call.
A company that owns and manages shopping centers and industrial properties wanted to improve its performance in quarterly earnings conference calls. Typically, the CEO along with the CFO and two other VPs participate in those calls.
Preparing clients for their analyst presentations is a regular assignment for The Ammerman Experience. For one client, our assignment comes prior to a major conference (invitation only) held every two years. One such conference took place at one of the company’s research centers.
One of the world’s leading global electronics companies headquartered in Japan wanted some of its managers trained to communicate with the news media in a crisis. These managers would be given assignments in the U.S., and the company recognized that some of the customary practices in Japan (e.g., business men crying publicly after a crisis to show remorse) were not appropriate in America. It did not want those practices used.
In some companies, key top executives – the CEO, CFO and COO – rarely participate in crisis simulation exercises, despite the fact that they are likely to be the key participants in any real crisis. So, prior to conducting a major crisis drill, our client asked us to conduct a half-day briefing designed to provide the organization’s senior leadership with a solid grasp of the essentials of effective crisis management.