If you are interested in a global perspective on the IT industry I recommend that you check out David Mitchell’s geosophical technologies blog. David is a VP at Ovum, but geosophical technologies is his personal blog. One of the best aspects of this blog is that David just does not focus on the so-called BRIC countries (Brazil,[…]
We often are asked about the differences in management techniques when AR is organizationally under corporate communications or marketing as compared to a when it is part of a strategy group. How you deal with analysts, and the need for strategic interactions as compared to product-level briefings, will be altered based on the client base you are attempting to serve.
Analyst interactions also occur in the Competitive Intelligence (CI) and Market Research (MR) groups. They are also often the keepers of the major analyst contracts and the “repository” of the purchased analyst data, reprints, and commissioned research. In addition to providing research for the product and strategy teams they contribute to the sales organization with share numbers and competitive bullet points.
Sometimes these groups are in very separate parts of the company (e.g., AR in corporate communications, MR in product management and CI in field sales) while at others, especially in smaller vendors, one person does it all. In larger companies these functions may be so organizationally separate from AR as to require processes for enhancing the communications and collaboration, despite the fact that you are all dealing with the same analysts.
From time-to-time, companies make organizational changes with AR being told – sometimes over AR’s reasonable objections – to take responsibility for the CI/MR teams. Incorporating the CI/MR teams with AR can prove to be an interesting challenge for the AR manager because […]
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