In my last post and in response to a friend’s question about how to size an AR team, I offered some criteria for consideration. This time let’s turn the equation around and discuss worst practices that often lead to wrong-sizing and related performance issues with AR. Here they are in no particular order.
1. Early Stage Vendor Leans on Agency PR to do AR
The analyst relationships required to establish interest in an early stage vendor among the sometimes cynical lot of industry analysts requires trust – where the AR person obtains the proverbial “seat at the table” with the analysts. PR agencies often over-depend on social media, hard pitches, or analysts who only play to the media. The by-product is the start-up flies under the radar of the analysts with sway with real customers or potential partners. Emerging vendors are better off with a part-time AR contractor, or letting a product manager or product marketing handle the AR work; it more important to be real than over-hyped during the early stages.
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