During a recession AR managers are confronted with the need to cut back work either due to headcount constraints or the need to refocus their priorities (e.g., providing more support to their company’s sales force and increasing lead generation via analysts placing the company on purchasing short lists). Two areas of low hanging fruit for saving time that can then be reallocated to other activities are the normally important analyst lists and the level of service provided to each tier of analyst.
One of the biggest ongoing mistakes that AR professionals make is not using a rigorous methodology for managing their analyst lists. This often leads to too many analysts on their lists and too many analysts designated “Tier 1.” This state of affairs leads to inefficiency and ineffectiveness as AR teams are spread too thin over too many analysts to effectively influence the most relevant analysts. While bad enough in good economic times this mistake can be fatal in recessions when all corporate functions are being scrutinized for efficiency as well as contribution to revenues and corporate/business unit objectives.
Another major problem is that many AR programs have not revised their service level frameworks – or do not have formal service levels in the first place. These plans to allocate effort must be adjusted to reflect recession driven resource constraints. This results in AR teams being too generous in the amount effort they give to lower ranked analysts’ information/briefing requests which in turn siphons away precious AR bandwidth for higher priority activities. A related problem is not having the discipline to follow established service levels.
To correct this situation, AR managers need to ruthlessly revisit their analyst lists, aligning them more tightly with today’s business objectives and cutting back on the number of Tier 1 and Tier 2 analysts in order to focus more intensely on the most relevant analysts. Second, AR programs have to reduce, perhaps significantly, the amount of service they provide to […]
Since 2000, SageCircle has helped analyst relations teams to focus on business value by encouraging innovative thinking that leverages insights and drives revenue.