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,[…]
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 […]
n: Executive sponsorship is a formal program where executives take an active part in establishing AR goals and priorities, providing the resources necessary to achieving the agreed upon goals, explicitly communicating the importance of AR to the company, providing timely support when an internal organizational hurdle prevents the achievement of goals and making themselves available[…]
A common client inquiry we receive is in the context of someone negotiating with Gartner. Our clients want to know why in the midst of a terrible economic downturn, when vendors are cutting budgets left and right, that Gartner does not exhibit greater flexibility (i.e., cut prices) when it comes to contract negotiations. The short answer is that due to its end-user advisory market dominance – we estimate that Gartner has ~70% of the end user contracts – it does not have to be flexible.
However, this issue is a little more complex than slapping a “monopolist” tag on folks over on Top Gallant Road. The reality is that there is an effective duopoly with tacit partner Forrester which gives them both the flexibility to be inflexible with it comes to negotiations. The last time this market saw pricing and packaging that in anyway favored the buyer was the mid-90’s when Giga and later META used significantly lower prices and “all you can eat” research seats to take market share from Gartner and Forrester. Alas, today there are no such firms that can play that role to counter Gartner and Forrester. As a consequence, the Big Two’s CEOs habitually inform Wall Street that they are maintaining their pricing and discounting discipline.
However, it is possible to reduce spending – notice we did not say “save money” – with the Forrester / Gartner duopoly without damaging the ability to access analysts for influencing purposes. However, it is not as simple as trying to wrangle a better discount from the sales rep. Rather it takes:
- Knowledge about the firms’ business models
- Knowledge about the firms’ research methodology and analyst culture
- Knowledge about the true business value of […]
Public policy wonk and Fortune Magazine columnist Matt Miller’s new book The Tyranny of Dead Ideas: Letting Go of the Old Ways of Thinking to Unleash a New Prosperity got us at SageCircle thinking “Hmm, are there dead ideas holding back analyst relations?” Of course there are! This is one in an occasional series of posts that will address the dead ideas that impact AR programs and their ability to delivery strategic value to their companies. These posts are meant to be provocative and not necessarily definitive in their new ideas and suggestions.
Dead Idea: AR belongs in Marketing
Back Story: In the time before there was a dedicated AR position, industry analysts calling vendors asking for a briefing were often bounced around from one department to another. More often than not, the analyst would end up on the public relations doorstep because what the analyst did sort of sounded like a reporter. Because PR usually reported to Marketing, AR became a de facto marketing function even if it became an independent department.
Problem: Putting AR in Marketing has multiple problems, but a big one is consistency. One of AR’s critical success factors is consistently interacting with analysts because influencing the analysts is a process that takes a long time. AR cannot turn on and turn off interactions and be successful. Unfortunately, Marketing programs in most vendors are the model of inconsistency with resources being changed frequently. If resources and programs are cut during recessions and restored during good times the damage for AR has been done in terms of:
- Institutional memory is lost as AR staff gets cut or moves to other companies
- Relationships with analysts go stale due to lack of interactions or the inability to work with the same people
- Sales and revenues are impacted by analysts with outdated or incomplete information providing inappropriate advice to customers and prospects
- Intelligence dries up about analyst opinions and intentions because analyst contracts get cut reducing inquiry access to analysts
New Idea: Move AR out of Marketing and into Strategy. While there are several different options for a new home for AR (e.g., sales, product management and investor relations) each have their own issues. Strategy on the other hand has a number of advantages […]
There was a great turn out at the two February Coffee Talks on the topic of AR and Sales partnering to drive revenues. The best part of the Coffee Talks is when AR managers share their experiences and ask questions. Here are some of the comments from the past two Coffee Talks.
Comment: Dana Stiffler (AMR analyst, Twitter handle) tracks the value of the deals she is influencing…
SageCircle: Not many analysts are savvy enough to formally track that kind of information like Dana. However, most analysts can give you a top-of-mind feel for the number of deals they are advising technology buyers on in a typical week or month and a rough average of size per deal. Not scientific, but this info can provide useful anecdotal points for AR teams to use with their executive sponsors.
Comment: I had a panel at a sales kickoff where sales folks told their success stories of working with analysts and AR… it was the best way to instantly gain credibility.
SageCircle: Sales reps want to know what techniques work so this type of “customer panel” is incredibility effective. To make it even more effective, AR can follow with tips-and-tricks and lessons learned from these sales reps to be posted on the internal sales portal/blog, included in regular sales newsletters, and during regular sales team conference calls. Repetition is a critical success factor to making sure that the training about the analyst impact on sales deals sticks.
Comment: Most good sales people understand the value of relationships and once you’ve helped them, they “pay you back” by keeping you informed… when they remember. Best thing is to keep a tickler file and check back with them regularly for a status.
SageCircle: One of the common questions we get when talking about AR-Sales Partnerships is whether the sale reps will give anything back or share credit with AR. The answer is absolutely because smart sales reps will want […]
Question: If I had to choose between starting an AR-Sales partnership or launching a social media initiative, which way should I go? If I did both, but with limited resources, how should I divide my efforts?
During the happy hour after the first session of our STRATEGIC ISSUES advanced AR seminar, one of the attendees asked these great questions. Both Dave and Carter answered immediately and in unison:
Why? Even a simple AR-Sales partnership pilot will give the AR team an opportunity to gather real world examples of the analysts impacting sales opportunities. These types of hard sales numbers, even in anecdotal form, are powerful tools for illustrating the strategic value of AR. In addition, a pilot project can […]