I think that most, if not all, of us in analyst relations (AR) have been on the receiving end of a phone call from a desperate/angry sales rep who is confronted with salvaging a deal squashed by analyst commentary. Often these calls are unpleasant as the sales rep takes out his or her frustration on AR. Worse yet is when it is the VP of sales who is on the other end of the phone line screaming at you. Sales VPs have political clout and the ear of your top executives.
The research and recommendations of the IT advisory analysts like AMR, Forrester and Gartner can have a powerful impact on enterprise IT vendor sales cycles, whether hardware, software, telecomm or services. This impact can result in a sales cycle being lengthened or shortened, a vendor being included or excluded from a short list, or most dramatically a vendor that had won a deal finding it evaporate during contract negotiations when an analyst at the last minute gives a thumbs down.
Quite often the success or failure of the sales representative hangs on how well he or she overcomes a hurdle created by analyst recommendations. Unfortunately, the typical vendor sales team has not been educated about who the analysts are, what they do, and how to overcome negative commentary. As a consequence, sales reps experience high levels of frustration as deals go to competitors, sales cycles lengthen and contract negotiations go in favor of the buyer.
Equally unfortunate is that most AR teams do not have formal programs set up to help their sales colleagues. Typically the most that AR does is to push a positive research note out to the sales force. However, even this can be counterproductive if the research is not presented to the sales teams with the proper context and they don’t have the education to make it an effective tool.
What to do? […]
Since 2000, SageCircle has helped analyst relations teams to focus on business value by encouraging innovative thinking that leverages insights and drives revenue.