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leveraging As a company pays down debt and de-leverages the balance sheet, a dividend would signal financial stability and a reallocation of capital to shareholders Calculating an appropriate dividend is no easy task and it s a senior management decision However, IR should play a part in those discussions because depending on the current share price, a full payout may not be needed First and foremost, however, a long-term financial forecast should be developed with projected free cash flow After management is comfortable with the forecast and the amount of free cash flow the business will generate, an allocation of some portion of that free cash should be directed toward the dividend When implementing the dividend, management needs to start conservatively and plan out future dividend payments with an eye toward sustainability and increases.

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IR with capital markets know-how can unravel the string of complexity. In order for a company to sustain value, management s priority must remain on strategy, operations, and ultimately financial performance. Reg FD, Sarbanes-Oxley, and all the machinations of the SEC and the capital markets are best left to legal counsel and IR specialists who fully understand these arenas. For example, disclosure of material off-balance-sheet obligations is a must, and IR officers need to work closely with the board of directors and management to advise on clarifying materiality and significance. If the timing of insiders selling shares will trigger a misread from the markets, IR should know this and suggest to management that a 10B51 selling program (featuring systematic selling over time), might be better received. If a company is making an important announcement and the stock exchange on which it trades needs to be called beforehand to halt trading, IR needs to respond appropriately. If a company has a private analyst call and a question is answered in violation of Reg FD, IR must correct the error and get an allencompassing press release out on the business wires before the market opens the next day. These are just a few of many basic functions IR must know as the tip of the spear in a company s financial communications strategy, not to mention understanding what the investors concerns are from firsthand knowledge.

THE 10 T S OF CUSTOMER ACQUISITION AND RETENTION Trying to grasp all the factors that determine whether a customer buys from you and keeps buying from you can be overwhelming. That s why I ve developed the 10 T s of Customer Acquisition and Retention. These are the most important elements for any organization interested in improving in this area. 1. Training Do your new hires know what makes you tick Do they know why you exist and what matters to your customers The training I m talking about is customer-driven training, not internally driven training. Most small businesses have some rudimentary form of initial training, but it is focused on how to work the cash register, how to input data into the computer, or how to file the paperwork. Yes, those things are necessary to learn, but they come with time. Most of that kind of training has little to do with what really matters from a customer standpoint. The answers to the following questions are what effective employees really need to be trained about: Why do people buy from us What do we do differently from everyone else

PUTTING TOGETHER A SYSTEM OF LOW-COST REWARDS As we mentioned earlier, the best rewards are thought out and planned. While spontaneous, spur-of-the-moment rewards are an important item in any manager s motivational toolbox (and are to be encouraged because of their immediacy and sincerity), take time to put together a system of low-cost rewards in your organization that include the following characteristics: Link rewards to organizational goals. To be effective, rewards need to reinforce the behavior that leads to an organization s goals. Use rewards to increase the frequency of desired behavior and decrease the frequency of undesired behavior. Define parameters and mechanics. After you identify the behaviors that you want to reinforce, develop the specifics of your reward system, and create rules that are clear and easily understood by all employees. Make sure that targets are attainable and that all

The reduction or elimination of a dividend can have a material negative affect on a company s stock price In that spirit, IR must also understand whether a proposed dividend, and thus its yield, will mean anything to existing valuation In a low-interest-rate environment, equity yields are more attractive to income-related investors However, if one of the objectives of the dividend is to attract additional investor interest, IR should compare similar yields (dividend/share price) Initiating a dividend that yields 1 percent when the sector is paying 3 percent may not attract much attention Finally, the strategy can be more effective at attracting investor interest than the actual dividend That s due to yield perception.

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