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 […]
At the four sessions of the “Introduction to Twitter for AR” webinar held in August, there were some interesting questions that came up. Here are answers to some of the questions.
Shameless Marketing – If you missed the webinar, you can schedule a SageCircle “AR Briefing” on Twitter for you and your colleagues. Click here for a brochure or contact us at 650-274-8309 for more information.
Q: What about firms that follow you? Do you recommend letting them follow you? (e.g., Gartner)
A: Firm handles (e.g., @forrester, @Gartner_inc and @the451group) are typically used to promote the firm. For example, @the451group is used to announce research note publications and @Gartner_inc is used by the Gartner PR team as a press release wire. @forrester is often used at Forrester events to facilitate info to attendees and accept questions during sessions. There is little or no downside to letting them follow you. On the other hand, you should carefully consider whether you should follow them. Because they are marketing tools, they could add clutter to your timeline without necessarily giving you useful information.
Q: Why retweet? To pass along a tweet to others?
A: Retweets are used for a couple of purposes. One is to give your reply some context by including […]
(After an interesting Twitter-based conversation with Illuminata’s Gordon Haff and former IDC analyst Ida-Rose Sylvester over the use of the word comprehensive, we have decided to use the word all-inclusive instead. )
One aspect of the analyst industry that is not widely known by technology buyers (aka end users, usually IT managers) and vendors is that industry analysts do not have the resources (e.g., time and travel budget) to conduct and publish comprehensive all-inclusive research about a market. Advisory analysts gather most of their data from client inquiry and vendor briefings. The major firms do not conduct product evaluations, lab tests against specifications, or quality of service investigations.
This point was highlighted by Forrester analyst Jeremiah Owyang in Starting the Forrester Wave: White Label Social Networks and Community Platforms about some research he is working on:
“…I made a call for the vendor product catalog in this market, (and via email and twitter) that document is a detailed index of over 40 vendors in the space, (aprox 50% of the market) and will be available to Forrester clients…”
“…Due to the rigorous methodology … The Wave will only include several vendors.”
There are two key points here, one is that the vendor catalog is only a subset of the market and, two, the Wave will be a further subset of the vendor catalog the analyst assembled.
For vendors in this market these points should send a shiver down their spines. If they […]
Especially vendors with scheduled briefings, consulting days, or key projects by analysts who submit their resignations
Analyst relations (AR) professionals are sometimes blindsided in the final preparations for a long scheduled briefing, analyst summit, or analyst consulting day (aka SAS) to discover that the analyst had submitted his or her resignation several weeks before. Worse yet are situations where the vendor has just conducted a briefing only to learn days later that the analyst has just left the firm. Either way it is bad for AR who now has to scramble to change plans and could experience the wrath of executives who perceive that AR just wasted their time by being uninformed.
For a variety of reasons, analyst firms are reluctant to admit that an analyst is leaving the firm. However, these reasons are insufficient for withholding critical information from AR teams who work hard to facilitate the flow of information from the vendor to the analyst firms. It is not appropriate for the firm to arrange a last minute substitution without […]
Some analyst relations (AR) managers are lucky in that their executives really get the analysts and their impact on the vendor’s leads and sales deals. Alas, not all AR professionals are so lucky. However, there is a resource to use to educate* executives about the impact of the analysts – the analysts’ own words. For example, here is a throwaway line by Forrester analyst Jeremiah Owyang in Starting the Forrester Wave: White Label Social Networks and Community Platforms:
“I get asked daily in one medium or another who to buy”
Jeremiah is very good about keeping vendors and end-user clients alike up-to-date on what he is working on via his blog posts. This particular line was not bragging, but explaining one purpose of the Forrester Wave, which is to help technology buyers develop their short list of vendors to invite to a bid. Because it was not the main purpose of the post, I think that makes it even more powerful education tool as it […]
There are many reasons why companies, enterprises, and vendors buy analysts services. Unfortunately, many buyers do not carefully document their reasons for acquiring analyst services which often leads to buying the wrong services from the wrong firms.
Two prime beneficiaries of this type of mistake are Gartner and Forrester because they are often the only firms with any significant mindshare with buyers. They also have the largest sales forces knocking on doors. Because both firms are the highest priced – and raising prices further still – going with the well known brands as a default can be an expensive mistake. That is not to say that Forrester and Gartner cannot deliver business value at market rates on particular topics, but other firms might deliver equal or better advice for less money.
Buyers should carefully examine the desired outcomes for using analyst research and recommendations. For instance, if a CIO wants to ensure that her budgets for a industry specific technology are in line with others in her market, then going with a firm with a strong research team in that vertical is important. Another example is a vendor looking to […]
On Thursday, June 19th Gartner’s Vendor Relations team held its regular quarterly analyst relations (AR) call. Because the Gartnerians do not currently offer a transcript of the call, just a replay, SageCircle is providing detailed notes.
SageCircle Advisory clients are encouraged to schedule an inquiry to discuss the call and how to apply the insights to their specific situations.
Themes – Research themes are important organizing principles like topics, roles and industries. Gartner themes cut across all boundaries and most research organizations write themes for their perspective. Themes are coordinated by the Senior Research Board. Themes are usually new or emerging topics, though some are existing topics with new relevance or enhanced impact. You should expect to get questions about themes during briefings and anticipate analysts using themes as a point-of-reference. Listed are the existing themes with their “champions.”
- Green IT
- Championed by Simon Mingay
- Consumerization of IT
- Championed by […]