Tag: L

What would make an analyst firm sales representative really great

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During our “Managing Your Gartner and Forrester Expenditure” webinars and inquiries where we were helping clients with contract renewal issues, one comment we frequently heard was about the “great relationship” the contract manager had with a sales rep for an analyst firm. Often the definition of “great” turned out to be a rep that would not harass the client over “violations” of the contract, get the occasional freebie research note, or would bring a visiting analyst around. While these are all nice and useful, this did not strike us as being particular “great.” For both vendor and end-user clients these are more baseline activities that should be expected.

 What we think would truly make a sales representative great is someone who make sure that the client got full business value from their contracts throughout the contract duration. Here are some questions you should consider to determine whether your sales rep might qualify as “great:”

  • Does the sales rep actively work to demonstrate how the client has achieved business value and even hard ROI from the analyst contract?
  • Does the sales rep provide monthly reports on utilization of the services (e.g., the number of inquiries conducted by each advisory seat holder)?
  • Does the sales rep conduct a contract checkup at least quarterly?
  • Does the sales rep actively push clients to use the services purchased?
  • Does the sales rep proactively identify underutilized services and make suggestions to increase the utilization?
  • Does the sales rep proactively identify underutilized services and suggest that the service be given to another person that might use it or suggest swapping the service for a potential more useful service?
  • Does the sales rep work with you about incremental purchases in order to prevent redundant purchases or identify new users for underutilized services?

SageCircle Technique:

  • Vendor and enterprise analyst contract managers need to communicate with their analyst firm account executives the expectations of […]

Defining “executive sponsorship”

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n: Executive sponsorship is a formal program where executives take an active part in establishing AR goals and priorities, providing the resources necessary to achieving the agreed upon goals, explicitly communicating the importance of AR to the company, providing timely support when an internal organizational hurdle prevents the achievement of goals and making themselves available[…]

SageCircle is your hotline when analyst ecosystem news breaks

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SageCircle strategists are only a phone-call away when you need to understand the implications of analysts ecosystem news. Click here to learn more about SageCircle’s Advisory Services. To talk with a strategist call +44 7493 772981. SageCircleSince 2000, SageCircle has helped analyst relations teams to focus on business value by encouraging innovative thinking that leverages[…]

Saving money on contracts with the Forrester / Gartner duopoly is not simple

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icon-budget-cuts-105w.jpgA common client inquiry we receive is in the context of someone negotiating with Gartner. Our clients want to know why in the midst of a terrible economic downturn, when vendors are cutting budgets left and right, that Gartner does not exhibit greater flexibility (i.e., cut prices) when it comes to contract negotiations. The short answer is that due to its end-user advisory market dominance – we estimate that Gartner has ~70% of the end user contracts – it does not have to be flexible. 

However, this issue is a little more complex than slapping a “monopolist” tag on folks over on Top Gallant Road. The reality is that there is an effective duopoly with tacit partner Forrester which gives them both the flexibility to be inflexible with it comes to negotiations. The last time this market saw pricing and packaging that in anyway favored the buyer was the mid-90’s when Giga and later META used significantly lower prices and “all you can eat” research seats to take market share from Gartner and Forrester. Alas, today there are no such firms that can play that role to counter Gartner and Forrester. As a consequence, the Big Two’s CEOs habitually inform Wall Street that they are maintaining their pricing and discounting discipline.

However, it is possible to reduce spending – notice we did not say “save money” – with the Forrester / Gartner duopoly without damaging the ability to access analysts for influencing purposes. However, it is not as simple as trying to wrangle a better discount from the sales rep. Rather it takes:

  • Knowledge about the firms’ business models
  • Knowledge about the firms’ research methodology and analyst culture
  • Knowledge about the true business value of […]

As we head into Hype Cycle refresh time, pick up a copy of “Mastering the Hype Cycle”

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Gartner typically refreshes most Hype Cycles in June and July every year. From a timing point-of-view that means the analysts are starting to think about what they want to change in the Hype Cycle in April. Then in May and June they move into their serious work on their Hype Cycles in order to get them through Editorial by the end of June. Working backward that means that AR programs need to start now to think about how they want to influence the Hype Cycle. 

A valuable resource for AR programs that want to influence the Hype Cycle is the book Mastering the Hype Cycle: How to Choose the Right Innovation at the Right Time (Harvard Business Press, $19.77 + S&H on Amazon) by Hype Cycle creator Jackie Fenn and colleague Mark Raskino. While written for the enterprise client, there are many valuable insights in the book for vendor AR professionals.  Click here for SageCircle’s review of the book.

Related posts:

SageCircle Technique:

  • Add influencing the Hype Cycle to your annual AR Strategic & Tactical Plan
  • Carefully review the list of Hype Cycles to identify relevant targets (while there are 96 Hype Cycles as of July 6, 2008, this task will likely not require a lot of time and effort)
  • Identify which of your company’s leading-edge […]

Know when your analysts are likely on Twitter with Tweetstats

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icon-social-media-blue.jpgOne of the great things about social media and Twitter in particular is that they give you permission to interact with analysts outside of the normal channels. This can be a powerful tool for staying top-of-mind because as former Gartner and AMD analyst Jonathan Yarmis tweeted: “vendors who interact with me on twitter get me multiple times/DAY, everyone else multiple times/month or year”. 

While you can tweet an analyst in an asynchronous fashion, it is even more powerful if you exchange tweets in real time. A great tool to understanding a person’s pattern for when they usually tweet is Tweetstats.

Tweetstats is a free tool that is simple to use because all you have to do is enter someone’s Twitter handle and hit [enter]. After a couple of minutes it returns a number of graphs that analyze the person’s twittering by date and time. Within this context it is the Tweet Density that you should look at because it shows when the person tweets by hour and day of week. Here are two examples:

Example A:
 Tweetstats - Tweet Density - example A

Example B: […]

AR belongs in Marketing – a dead idea

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Analyst Relations PlanningPublic policy wonk and Fortune Magazine columnist Matt Miller’s new book The Tyranny of Dead Ideas: Letting Go of the Old Ways of Thinking to Unleash a New Prosperity got us at SageCircle thinking “Hmm, are there dead ideas holding back analyst relations?” Of course there are! This is one in an occasional series of posts that will address the dead ideas that impact AR programs and their ability to delivery strategic value to their companies. These posts are meant to be provocative and not necessarily definitive in their new ideas and suggestions.

Dead Idea: AR belongs in Marketing

Back Story: In the time before there was a dedicated AR position, industry analysts calling vendors asking for a briefing were often bounced around from one department to another. More often than not, the analyst would end up on the public relations doorstep because what the analyst did sort of sounded like a reporter. Because PR usually reported to Marketing, AR became a de facto marketing function even if it became an independent department.

Problem: Putting AR in Marketing has multiple problems, but a big one is consistency. One of AR’s critical success factors is consistently interacting with analysts because influencing the analysts is a process that takes a long time. AR cannot turn on and turn off interactions and be successful. Unfortunately, Marketing programs in most vendors are the model of inconsistency with resources being changed frequently.  If resources and programs are cut during recessions and restored during good times the damage for AR has been done in terms of:

  • Institutional memory is lost as AR staff gets cut or moves to other companies 
  • Relationships with analysts go stale due to lack of interactions or the inability to work with the same people
  • Sales and revenues are impacted by analysts with outdated or incomplete information providing inappropriate advice to customers and prospects
  • Intelligence dries up about analyst opinions and intentions because analyst contracts get cut reducing inquiry access to analysts

New Idea: Move AR out of Marketing and into Strategy. While there are several different options for a new home for AR (e.g., sales, product management and investor relations) each have their own issues. Strategy on the other hand has a number of advantages […]

Guy Kawasaki’s Reality Check – what we are reading

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Guy Kawasaki "Reality Check"Guy Kawasaki is a legend in the technology industry, a status earned by being one of the original Macintosh evangelists, an entrepreneur, early adopter of emerging technologies, venture capitalist, thought leader, speaker, blogger, marketing maven, and probably a dozen other things I’m leaving out. Whew.  On top of all that, Guy is also the author of books like “The Art of the Start” and “Rules for Revolutionaries.” Guy has just published a new book that has made it onto SageCircle’s reading list and might be surprisingly useful for analyst relations (AR) professionals as well.

Reality Check: The Irreverent Guide to Outsmarting, Outmanaging, and Outmarketing Your Competition ($18.65 plus S&H, click here to purchase on Amazon) is primarily for technology entrepreneurs. There are sections on topics like starting a small business, raising money, and hiring and firing that are not all that relevant to AR professionals. So what is it about this large book, 474 pages in 94 chapters plus other sundry sections, written for tech startups that should interest AR managers? It’s relevant to AR in those dozens of very short chapters on –

     Selling. Evangelizing. Communicating. Beguiling.

When you think about it, all of these are very important activities for AR even if we don’t think of ourselves as evangelists or sales representatives. As a consequence, Guy’s Reality Check offers some really practical ideas and thought provoking advice on ways AR professionals can think differently about their jobs and develop skill sets unlike their peers. These new skills can provide both career advantages for AR professionals as well as competitive advantages for their […]