Investigating the source of small-cap companies’ biggest challenges.
Around 18 months ago I attended the IR Magazine winter think tank in London. One of the sessions addressed the issue of dealing with sell-side analysts, and much of the conversation focused on having too many analysts and whether the market could be better informed about a company if that firm had fewer analysts covering it.
I remember thinking at the time how alien this conversation would sound to IROs at small-cap companies: for many of them, the very idea of having too many analysts covering their company would . . .
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