Drive is the strategy stage of the IDEAL model. It turns business goals into measurable communications objectives that are supported by evaluation and effective messaging.
Our April SageTalk features Stephen Loudermilk who will explore the essential customer testimonials and references with industry analyst firms and consultants necessary for every AR professional. By helping industry analysts partner with key client references, companies can increase their market share by enhancing their overall messaging and strategic corporate direction as well as internal and[…]
Join our SageTalk January kickoff with SageCircle CEO Sarah Shamouelian, and KEA Company co-founder Derk Erbé. Derk and Sarah will be discussing the unique lessons corporate AR can take from the start ups Derk and Kea Company work with. Not only that, but Sarah will also be sharing an update on the re-launch of SageCircle.[…]
By: Ian Scott As transformation specialists, it seemed only fitting to use the 2021 Analyst Value Survey results to highlight some opportunities we’ve noticed in the field. One major takeaway we found was that analysts’ value (according to analyst users who participated in the survey) had increased almost 10% in a single year. This increase[…]
By: Sarah Shamouelian Chris Germann, one of the original SageCircle founders, now works in enterprise influencer marketing. That doesn’t mean that he helps social media accounts purchase likes and followers just to get some lucrative sponsorship deals. In fact, it’s much closer to AR than you’d think. But what exactly is influencer marketing? As Chris[…]
Since 2000, SageCircle has helped analyst relations teams to focus on business value by encouraging innovative thinking that leverages insights and drives revenue.
Dave Eckert, who led the SageCircle analyst relations consultancy, is one of the most experienced veterans of the analyst relations community. His work helped SageCircle stand head and shoulders above other firms on issues of sales enablement. Duncan Chapple had the chance to interview him. In the first of three SageTalk posts based on that interview,[…]
One of the continuing myths in the IT industry is that Gartner demands payment from vendors for placement on its research. This even came up in a comment – anonymously posted of course – on a blog post written by Gartner VP and Distinguished Analyst Tom Bittman (bio, blog, Twitter) called A Rant – My Integrity as an Analyst.
SageCircle knows this is not the case from personal experience, but also because we get collaborating evidence from our clients. Just last week we were on an inquiry with a client, a small software company, who was included on a Magic Quadrant in the Visionary square months before they even considered signing up for a Gartner contract. The reason for the inquiry with SageCircle? In the draft update of the Magic Quadrant their dot had moved to the left. Yikes. However, the reason for the less favorable position had nothing to do with their client status or the size of their contract. Rather it was because they had not noticed that the lead author on the Magic Quadrant had changed. Once we figured this out, they understood that their problem was that they had never briefed the new analyst.
We also know of large vendors who have spent hundreds of thousands of dollars with Gartner year in and year out only never to get onto a Magic Quadrant on which they wanted to be included.
However, in the past it has also been true that some unscrupulous Gartner sales representatives have played the research placement card when they desperately needed to […]
Since 2000, SageCircle has helped analyst relations teams to focus on business value by encouraging innovative thinking that leverages insights and drives revenue.
Too many analyst relations (AR) professionals spend too much of their time seemingly playing Whac-A-Mole. They rush from one emergency to another, respond to one request after another (from colleagues and analysts), and always seem to be in catch-up mode. The problem with this state is that AR gets in the rut of being tactical and does not have time to be strategic. Thus, the image of AR merely being meeting schedulers gets ingrained in the company.
To get out of the firefighting/reactive rut, AR should focus on becoming proactive and eventually preemptive. Firefighting-Reactive-Proactive-Preemptive are what SageCircle calls styles of AR. A quick set of definitions are:
Firefighting: The firefighting style of AR is one where a vendor deals with the impact of analysts as opposed to dealing directly with the analysts. Typically, the vendor’s sales force is trying to do damage control because analysts’ research either ignores the vendor or gives the vendor a very negative description or rating. A vendor with a firefighting approach, because they do not interact with the analysts themselves, is doomed to be defined by the uninformed analyst. This allows the vendor to be characterized by the disgruntled customers, competitors, prospects, and partners who do interact with the analysts. Often a vendor in permanent firefighting style is there because it really does not have an AR program and maybe not even a real PR organization.
Reactive: The reactive style of AR is one where a vendor answers questions initiated by the IT analysts, but does not actively reach out to IT analysts. Because the IT analysts do not necessarily contact every vendor for every piece of research they publish, vendors are constantly fighting ratings and recommendations based on old information. In addition, AR is reacting to […]
Since 2000, SageCircle has helped analyst relations teams to focus on business value by encouraging innovative thinking that leverages insights and drives revenue.