Perspectives

Looking to improve earnings calls? Start with better information

CFO Insights

As many organizations close their books, the final numbers are often coming together late in the information production process, giving executives a short time frame—sometimes just 24 hours—to cram for earnings calls. By improving information flow on the front end, though, CFOs may have an opportunity to craft a more effective message to the market during earnings calls. In this issue of CFO Insights, we examine why streamlining the information production process may provide executives with both insights to manage the business more effectively and greater confidence in discussing current and future plans with the investment community.

In the eleventh hour before an earnings call, regardless of the size and complexity of an organization, many C-suite executives can be found combing through metrics, spreadsheet data, and the output from analytical models, searching for insights that could help them better communicate a narrative about performance to investors and analysts.

The significant amount of time and effort public companies put into earnings call preparation is justified. The investor community is demanding more time and information from the C-suite, hoping to better understand the narrative behind traditional earnings guidance and financial statements. Specifically, investors and analysts are looking for comparisons to prior performance, an understanding of why businesses are trending a certain way, how organizations stack up against their peers, and how the financial picture is likely to change in the future.

Addressing such questions can be challenging. As many organizations close their books, the final numbers are often coming together late in the information production process, giving executives a short time frame—sometimes just 24 hours—to cram for earnings calls. By improving information flow on the front end, though, CFOs may have an opportunity to craft a more effective message to the market during earnings calls. And in this issue of CFO Insights, we’ll examine why streamlining the information production process may provide executives with both insights to manage the business more effectively and greater confidence in discussing current and future plans with the investment community.

Back to top

Walking in their shoes

Generally, organizations prepare for earnings calls in one of two ways. Some wait for internal systems to churn out information that is handed off to senior executives, who then study the output to prepare for questions investors and analysts might pose. Other organizations put themselves in the shoes of investors and analysts, determine what might be important to these stakeholders, and ask internal analytics teams to produce information pertinent to that external view.

The second approach can be more effective because it starts with the end in mind, and is structured to deliver insights around what might surprise or delight investors. Moreover, realigning the preparation to address investor concerns also may help focus the information production process—which often is introspective—and lead to the types of insights that support the messages the C-suite wants to deliver.

Take, for example, data that indicates an increase in capital expenditures. The expectation is that depreciation also will rise. But, if the data shows something different, the anomaly and its cause should be flagged by the analytics team early in the information production process so senior executives know the data point is a potential investor issue. Such early identification can reduce the time executives and investor relations (IR) professionals spend searching for anomalies late in the process.

Back to top

phone booth

Focus on what drives the business

How companies convey their financial goals on earnings calls can also be tailored to what may resonate with investors. Using a narrative that builds on the drivers impacting the organization’s actions and results is one way to deliver an effective message to investors and other stakeholders. For example, the earnings discussion could start with a focus on the revenue drivers, move to cost drivers, and end with the net income results. In that way, executives are discussing important top-line growth drivers, as well as cost drivers, rather than focusing only on net income.

As a result, the earnings narrative communicates that income is more of a symptom or result of managing the drivers. Similarly, when discussing the effects of external factors, such as a distressed industry, a company may choose to focus on the strength of its balance sheet. The balance sheet takes on a heightened level of importance because solvency is the focus rather than growth.

Another benefit of focusing the narrative on drivers is that it can be based on a feedback loop that operationalizes the organization’s strategy. The loop begins by identifying information, metrics, and key performance indicators that help support the business strategy. Then, based on effective synchronization of information, a view of the organization’s performance emerges relative to the strategic plan. At that point, management can decide whether it is necessary to correct course and communicate their decision to the market based on insights culled from the data.

When building a communication or narrative focused on business drivers, however, it is likely information will be handed off between departments, highlighting another consideration for organizations: the interdependencies among different data sets. Consider that before an analysis of the sales pipeline can be completed, an analysis of the general ledger might have to be done first. If data flow processes are not synchronized properly, interdependencies can hamper efforts to produce data in a timely fashion, leaving senior executives little time before an earnings call to mine the data for insights.

pay phones

Streamlining information production

Lining up facts and insights to relay a comprehensive picture to the investor community requires fostering an information production environment that encourages coordination. Often, that means breaking down silos that may exist among systems and functions in order for the analytics team to more easily share and compare financial and business data.

The IR and financial planning and analysis (FP&A) functions may be the natural intermediaries to provide context to analytics teams and keep information flowing at a pace that meets the needs of senior executives (see “Unleashing the potential—and the power—of FP&A,” CFO Insights, January 2017). But regardless of which function takes the lead to improve the information production process, organizations should consider outlining associated roles and responsibilities. The outline can include a list of sources from which data will be pulled, a logical sequencing of hand-offs among departments, and a schedule for delivery of information to senior executives.

Also important to the financial communication process is recognizing that organizations run their businesses on multiple systems that don’t always reconcile. Consider that the financial reporting system likely provides a view of the numbers that is different than the view presented by systems used to run the business, such as sales pipeline data, vendor management systems, and commodity price cycle information. Those disparate views can lead senior management to question the integrity of the numbers late in the information production process, forcing them to reconcile numbers when instead they should be using that time to absorb information and uncover insights.

In the same way breaking down silos between data gathering teams may help provide context, it can be an effective tactic for addressing reconciliation issues. More coordination among departments allows unreconciled views to be flagged earlier in the process and eventually synthesized into usable insights.

Another effective tactic to help improve information production is to resist overloading executives with data that doesn’t support investors’ interests. Distilling data into relevant information often begins with training in-house analysts—who often are excellent at producing large quantities of data—to search for variances and succinctly explain them. Storyboarding may help sharpen these skills.

A storyboarding exercise often starts with the ending and works through the narrative’s highlights to support the conclusion with data. The end result should be a presentation that stays on message and frames the discussion in a way that highlights the organization’s performance and vision of the future. Importantly, storyboarding helps shift the thinking of in-house analysts from data production to anticipating questions that might concern the C-suite and investors and analysts.

The pressure on management to perform has never been higher, and developing a message that resonates with the market can be challenging. Streamlining the information production process—with the goal of obtaining relevant insights from the data—can help organizations deliver an effective message within that narrow time frame between when the books close and the earnings call begins.

Back to top

Dial pad
rotary dial

About Deloitte's CFO Program

The CFO Program brings together a multidisciplinary team of Deloitte leaders and subject matter specialists to help CFOs stay ahead in the face of growing challenges and demands. The Program harnesses our organization’s broad capabilities to deliver forward thinking and fresh insights for every stage of a CFO’s career—helping CFOs manage the complexities of their roles, tackle their company’s most compelling challenges, and adapt to strategic shifts in the market.

For more information about Deloitte’s CFO Program, visit our website at: www.deloitte.com/us/thecfoprogram.

Back to top

Did you find this useful?