Category: 2. Drive – AR strategy

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.

Transitioning to leading-edge AR: It’s in the plan

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Analyst Relations PlanningWe have always received requests from directors of top analyst relations (AR) programs to define “World-Class AR.” These directors want to take their programs to the next level and they want to know the elements that characterize strategic AR. They also know that they require a plan for getting there. SageCircle has defined elements of this plan in its research on “The AR Effectiveness Matrix: Stages of AR Maturity, with the “Leading Edge” (Stage 3) representing world class AR. 

However, to provide a comprehensive response to these requests, we developed a 50-page report that is now a core component of the Online SageContentTM Library. In the process, we learned that 1) no one had developed a comprehensive vision yet and, if developed, a 2) comprehensive vision would have to be flexible enough to adapt to AR directors’ specific business needs. SageCircle built in this flexibility by focusing on how AR programs deliver business value to their companies (see Keys for World Class AR box).

pop-out-keys-for-world-class-ar

While the report provides a comprehensive overview of the components that make-up ‘Leading Edge’ AR programs, it leaves open the question: “How do we get there from here? This process is not simple (a “leap over tall buildings in a single bound” project). Rather, achieving ‘Leading Edge’ status requires […]

Essential qualities of AR objectives: alignment and measurability

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Analyst Relations PlanningSageCircle stresses the need for good strategic planning.  Creating the right objectives is perhaps the most significant aspect to advancing the AR program within your company.  AR objectives must exhibit two qualities: 

  • Direct alignment with overall company goals
  • Measurability

When establishing goals and objectives for the AR program, top-performing teams first focus on determining whether a candidate objective directly aligns with a corporate initiative. For example, many AR programs initially suggest a goal similar to, “Get our executives more involved with the analysts.”  But this goal has no explicit business value.  Why does the program want to increase the visibility of the executives?  In most cases when you review this objective the discussion leads to the understanding that analysts find meetings with executives more memorable and valuable, and messages from executives are considered more reliable.  Having executives meet with the analysts increases the company’s top-of-mind with the analysts, which is one factor that affects analyst recommendations.  The AR goal becomes, “Establish top-of-mind with key analysts covering the xyz market to promote inclusion on short lists”.  Executive meetings are recognized as one tactic for achieving this goal.

The second hurdle for program objectives is measurability. To assess this criterion, effective AR teams attempt to define […]

Defining “AR Strategic and Tactical Plan”

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Bottom Line:  AR organizations need to plan their programs and resources to achieve most effectively their AR goals. An AR Strategic and Tactical plan should be a detailed roadmap that aligns programs and activities with corporate and business unit objectives, AR goals and the strategic initiative of driving sales. 

AR Strategic and Tactical Plan:

n:  A scheme or method developed to ensure that the AR team is systematically delivering business value to the company for the time period specified. The AR plan requires both a near-term tactical focus as well as a long-term strategic vision. The AR Strategic and Tactical Plan is a document that begins with a statement of AR goals and then provides comprehensive detail for executing AR activities such that all AR resources and […]

Planning and Measurement: more than activities, these are essential components of effective AR

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SageCircle - connection between planning and measurementTop-performing analyst relations (AR) programs follow a simple model: 

  1. Define the results they want to achieve
  2. Define and execute a set of activities designed to achieve the stated results
  3. Measure progress

This approach not only helps to keep the program focused, it is critical for gaining and maintaining executive sponsorship and support.  Executives do not have time to learn the details and nuances of AR operations. They could care less how many briefings AR performs, how many e-mails were sent, or how many analyst requests the AR team supports. Executives want to know

  1. What are the business-relevant results the AR program will deliver
  2. Does the AR program have a plan (or is it flying by the seat of its pants)
  3. Is the plan reasonable
  4. How will the program prove its impact

Many AR programs lament their lack of strong executive support, yet have not committed the time necessary to develop the key ingredient for executive sponsorship, a pragmatic […]

The process for developing an AR Strategic & Tactical Plan

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SageCircle's AR strategic & tactical plan processCreating a comprehensive AR plan is a significant undertaking, with myriad steps and details. To accomplish this work in an efficient and effective manner — and to ensure nothing falls through the cracks — AR teams should follow a process similar to the one depicted in the graphic (click to enlarge). 

Going through a formal process is worth the effort. We have seen clients’ AR programs receive more headcount and budget when other departments in their companies face cutbacks in tough economic environments. Why? Because these AR programs had realistic AR plans that focused on delivering business value (including sales support which is prized in recessions) that could be measured.

SageCircle Technique:

This AR planning process has six discrete steps (numbered items relate to numbered circles on the diagram):

  1. Assess your AR program. This step helps identify opportunities to build on existing programs and to improve weak or non-existent areas
  2. Align AR goals with overall corporate objectives to prove AR’s value and to make timely adjustments based on business needs
  3. Build outreach programs and activities to accomplish […]

Take a deep breath before responding to analyst commentary

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Almost every week, SageCircle strategists do inquiries about how to respond to an analyst quote in the press or a piece of published research. Most often, the AR staffer is more than annoyed because the analyst’s words have caused a brouhaha with his or her management. Sometimes the AR staffer is so angry that he or she wants to call the analyst’s manager – or CEO – and complain, or put out a press release about the analyst’s shortcomings. While this could be satisfying emotionally, frankly it would be counterproductive. 

Rather than attacking the analyst by putting out a press release or talking to his or her manager, AR is better served by taking a deep breath, analyzing the situation, and developing a campaign to change the analyst’s opinion. Unfortunately, implementing a campaign to change an analyst’s opinion takes time and your executives probably want something done today. Consequently, one of AR’s challenges in this situation is how to manage the expectations of executives […]

Gathering data for measuring analyst impact on sales

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AR Metrics & MeasurementSageCircle research shows that overall analysts have a significant impact on IT buyers.  However,  each vendor in the community often has only a general perception of how much the analysts have an impact on their sales. Often, the perception is formed more by anecdotal information than systematic research, with stories filtering up from individual sales representatives about analysts negatively influencing deals. Vendors that do systematic research on analyst influence discover the broad and deep influence, both positive and negative, that the analysts have on deals. Analyst relations (AR) teams with a goal to become more strategic should institute a formal program for gathering sales impact data. 

Unfortunately, it is not a simple task to gather sales impact data. If it was easy, then everybody would already be doing so. There are many factors that contribute to the difficulty in gathering sales data including:

  • Multiple types of data
  • Multiple potential sources of data
  • Multiple points within a sales cycle when an analyst could impact a deal
  • Lack of institutional relationship with the company’s leads management and sales teams
  • Lack of skills
  • Lack of formal measurement plan
  • Lack of bandwidth to do the work

While there are these barriers, none of them are so difficult to overcome that AR should not even try to […]

How third parties can help with data collection

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AR Metrics & MeasurementAs was mentioned in Out-tasking AR Activities, measurement work is a prime candidate for out-tasking. There are various firms that can assist AR programs with measurement program design, gathering, and analyzing data. Some examples include: 

Measurement program design – SageCircle has proven intellectual property and templates to help AR teams set up practical and effective measurement programs.

ARchitectTM – ARinsights‘ collaborative application and integrated database makes data collection, querying, and reporting easy. AR practitioners can accomplish in seconds what used to take hours of manual effort. SageCircle strategists are experts in how to leverage ARchitect as part of a measurement program.

Spoken Word Audits – A variety of firms provide services which are similar to SageCircle’s suggested technique for Spoken Word Audits. The Spoken Word Audit uncovers what analysts are saying about your products/services to end-users during […]