Bridging the Gap between IR and Corporate Strategy

Aligning the investor relations (IR) message with corporate strategy is not just good practice, it’s a competitive advantage that builds trust. In a market like Mexico, characterized by liquidity constraints, volatility, and uncertainty, issuers must clearly communicate how their strategic vision aims to generate and preserve long-term value. 

Companies that successfully articulate a coherent, forward-looking narrative strengthen their relationship with investors beyond quarterly results. When IR focuses only on financials, the relationship becomes transactional; in contrast, a well-defined strategic narrative fosters loyalty, even in challenging times. 

Why align the investor message with internal vision and objectives? 

Because it improves strategic execution, strengthens credibility, attracts long-term capital, and enhances market perception. A consistent narrative connects today’s results with tomorrow’s vision, reinforcing both reputation and informed decision-making. 

How can translating strategy into a clear and consistent message become a competitive advantage? 

Here is a practical guide to align your financial narrative with corporate strategy from an IR perspective:

1. Include IR in key strategic meetings

• Start by involving IR as an observer in strategic meetings (Executive Committee, regional sessions, annual planning). Hearing business priorities firsthand is the first step toward translating them into external messaging.

2. Compile and cross-check objectives across departments

• Ask each business area (operations, finance, commercial, ESG) for their strategic objectives, main initiatives, and key performance indicators. 
• Review whether the current market message truly reflects what is being executed internally. This helps to identify gaps and align the narrative with action. 

3. Identify the pillars of metrics and objectives

• Work with the executive team to define the pillars that will guide your narrative (growth, efficiency, sustainability, innovation, etc.). This avoids contradictions or unnecessary shifts in messaging between quarters.  

4. Build a structured storytelling approach

• Based on those pillars, define a coherent, long-term narrative. Remember to define which elements will be publicly shared and which will remain internal. 

• Apply this narrative consistently across investor materials: earnings calls, investor days, annual reports, or ESG disclosures.

5. Share and align all who interact with the market

• Make sure all spokespeople who interact with the market (CEO, CFO, IRO, IR, ESG) convey the same key message. This avoids contradictions, reinforces the institutional narrative, and improves the company’s image with investors and analysts.  

6. Communicate with employees

• Hold internal sessions (e.g., townhalls) to share market-reported results with employees. This can be done quarterly or around the investor’s call. This helps to strengthen the culture, align internal priorities, and recognize day-to-day work achievements. 

7. Continuity

• Your strategic narrative should remain consistent over time, not be reinvented every quarter. Constant changes or contradictions weaken market confidence and signal a lack of direction. A solid narrative enables investors to interpret results, whether good or bad, within a clear long-term framework. 

At Miranda Investor Relations, we can help you structure this process: from understanding how your message is currently being communicated to mapping your internal strategy and translating it into an aligned message for investors. Whether through IR diagnostics, perception studies, or the design of your presentations and reports. 

For more information, feel free to contact: 
ana.ybarra@miranda-ir.com or damian.fraser@miranda-partners.com