CC Group – Institute of Industry Analyst Relations (IIAR) The IIAR is a not-for-profit organisation established to raise awareness of analyst relations and the value of industry analysts, promote best practice amongst analyst relations professionals, enhance communication between analyst firms and vendors, and offer opportunities for AR practitioners to network with their industry peers. Thu, 23 May 2019 09:54:13 +0000 en-GB hourly 1 76177372 [GUEST POST] Informa adds IHS Markit tech analysts to equal Forrester Wed, 22 May 2019 16:20:58 +0000 IHS Informa logos (IIAR website)Informa (INF.L) has acquired IHS Markit’s (INFO) TMT business. Informa Tech, which includes Ovum, will have revenues similar to Forrester’s $350m. It represents a dramatic shift in the analyst landscape.

Informa announced the transaction on 22 May as part of an exchange of Informa’s agribusiness service for IHS Markit’s TMT portfolio, including the OTT and media teams.

A sixty-year-old firm built through acquisitions, IHS its has absorbed numerous tech research firms, including Infonetics Research and IMS Research.

IHS Markit has clarified that it will retain RootMetrics and part of its market intelligence business. Because the exchange is subject to US regulatory approval, it can’t be completed until July at the earliest.


Informa and IHS Markit are similar firms and know each other well. Many colleagues at one have worked at the other, including the head of Informa agribusiness. Given the broad scope of their information services, ‘co-opetition’ is unavoidable in many areas. For example, IHS Fairplay was previously part of Informa’s Lloyds List business. As a result, we expect the transition to complete smoothly.

As well as a substantial base of business, Informa gains senior market analysts like Abel Nevarez, Clifford Leimback, Devan Adams, Diane Myers, Heidi Adams, Laura Aguilera, Michael Howard, Ruomeng Wang and Stéphane Téral.

Informa’s current TMT business, Ovum, will be dwarfed by IHS Markit colleagues.  For example, the ARchitect analyst database lists 354 colleagues at IHS Markit in categories including IT, telecom, media, industrial, automotive, electronics, and solar: Ovum has 147. LinkedIn lists 1,000 colleagues in total at IHS Markit Technology, compared to 309 at Ovum. The heartland for IHS Markit is the USA, while Ovum is headquartered in London.


Our take

The exchange of assets is partly a defensive move. Both IHS and Informa have acquired extensively, and in doing so have complemented their long-standing roles as providers of industry data that spans multiple markets. In doing so, the businesses have developed profitability that Forrester can only dream of: Informa just reported operating profit of £732m on revenues of £2,369m. That’s double the firm’s revenue in 2015. Unlike Gartner, the firm is able to pay a regular dividend to shareholders.

From an analyst relations point of view, these purchases have been hard to understand. The integration of these businesses into the methods and content delivery platforms of IHS Markit and Informa has produced a degree of commodification and homogeneity, which has certainly led to a clash of cultures. Most importantly, AR professionals need to understand that the Informa business model is not Gartner’s. Measuring Informa Tech by how much it will resemble Gartner is a waste of time. Informa’s reach into the enterprise will be broader than ever.

As a result, Informa Tech will have a different value proposition to Gartner and Forrester. We expect its emphasis will be more on market data, events, lead generation and access to buyers than on inquiry calls and procurement support.


By Duncan Chapple (LinkedIn, @Duncan Chapple), Head of Analyst Relations, CCgroup PR.

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The role of a good AR: does it change during a crisis? Fri, 31 Aug 2018 11:12:41 +0000 Analyst relations nightmares (IIAR)Although crisis situations can at times feel out-of-the-blue, AR nightmares can usually be solved by adhering to a simple to follow maxim: it’s all about communicating what you can, when you can.

However, in an escalating crisis of epic proportions, it’s important to ensure that you, as an Analyst & Influencer Relations specialist, tend to your priority analyst relationships first and foremost.

Here are three simple tips for how to survive your first crisis as an AR professional working within an escalating crisis, or in a PR nightmare scenario where you’re asked to give advice on how to inform the analyst community. It can be anything from a briefing which has gone off the rails to an issue in a local market that mushrooms into a global performance or critical security flaw.

No matter the issue, there are ways as guardians of the relationships our Vendors have with Industry Analysts, that can be replicated across most B2B technology and marketing companies.

3. Communicate wisely

This is a personal view, but I think many other members of the IIAR (and the wider Analyst & Influencer Relations) community would agree with me, but largely our role is increasingly about “relationship management”. But often, and this may not be all of the time, but you are duty-bound to wait to externally relay details on a crisis until your team has all of the facts.

Don’t be premature and send out a statement to the analysts that track your company that is premature, hasty or that may give out damaging or misleading information.

Agree in advance with your team what you can, and cannot, say. And make sure that you have approval for what you do say.

Ensure that you don’t operate a ‘walled garden’ strategy to PR, AR, and Comms. Know what you can communicate, and ensure the rest of your wider Comms and strategic comms teams are all in unison about what it is you are disclosing externally.

2. Work closely with your IR team

If you work as an AR for a large, publicly traded company, a Mega-IT Vendor or a nimbler one that’s about to IPO, it doesn’t really matter really: but you should be transparent with your colleagues that you are preparing to issue an announcement publicly.

Work with your Investor Relations (IR) team closely in times of crisis. Ensure they are completely ‘au fait’ with what is at stake, and what the company proposes to tell analysts, management consultants and wider industry influencers.

It’s critical to ensure you have complete unity, but at the same time, only reveal what you are prepared to say. And especially wait until you have all the facts.

A typical holding response might be…

“This is a developing situation, and we will come back to you in the next 2-3 days when we have more information”

Our developers are working on the issue and expect to have live services up-and-running in as soon as…”

We are aware of this performance related issue, and are taking steps to address it”

By all means, say what your IR team is willing for you to disclose but do not feel under duress to reveal more than you are prepared to.

1. Ensure you have Board-level commitment to communicate

This is true of any time when you are engaging with the industry analyst community, but it goes without saying: ensure you know, and that the Board is fully aware, that you are preparing to say something to the analyst community.

It’s of no use after the fact to go back after the fact to analysts, consultants and partners, to note that you were not authorised to give that information in writing, the same way you can’t stop a journalist from writing something potentially damaging about your brand.

As a member of the MarComms organisation, you are often charged with being the “mouthpiece” of your organisation.

But do ensure you are permitted to communicate a message: one that conveys understanding, calm, and transparency. By all means, make your CxO team available for urgent requests, but analysts should understand that they may be very busy during times of crisis, so have a company FAQ prepared on what you have agreed you can communicate externally.

It’s interesting, but often the best analyst and media “relations” develops out of a crisis. Responsiveness is a key tenet of our profession, and we would do well to remember it.

If an analyst has requested a briefing or interaction and you know this thorny issue may rear its head, agree with your C-suite and spokesperson well in advance what you agree to cover off, during a preparation call.

That way you avoid doing damage to your ongoing AR and influencer relationships, and that you continue to enjoy a good camaraderie and sense of fair-play with your key analysts!


Suzannah Archibald (LinkedIn, @suzannah_a) is Head of Analyst Relations at CCgroup and is based in London and part-time in beautiful Porthleven, Cornwall UK. She is also a new-Board Elect responsible for Operations & Membership with the IIAR as of 2018/2019. 


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Effective Measurement: ARe we there yet? Fri, 01 Jun 2018 15:16:16 +0000 IIAR laptop and post itsEffective measurement has become a bit of a challenge for AR practitioners, as stakeholders are demanding more tangible, immediate results that can easily be linked to business outcomes. With smaller teams and tighter budgets, AR professionals are under immense pressure to justify investment and prove overall value.

As such, the IIAR’s recent webinar on measurement and amplification, led by Oracle’s Gerry Van Zandt (LinkedIn@gerryvz), couldn’t have come at a better time. I’ve included below my key takeaways from the webcast as well as Gerry’s advice for anyone looking for help or inspiration around efficient AR measurement.

A major hurdle that I keep seeing, especially in organisations that don’t yet have mature AR programmes, is the inability to set AR-relevant objectives. Too many organisations still try and measure AR in the same way as PR and get massively frustrated by the meatier up-front investment and absence of immediate results.

Mirroring Gerry’s thoughts and adding some of my own, the best ways to overcome AR measurement issues is to:

  • Ensure that stakeholders have a good understanding of AR, its role and what it can deliver to the business.
  • Challenge the misconception that PR and AR should be measured with the same yardstick and by using the same methods.
  • Be clear about your AR objectives from the start and think about what you want and can achieve in the set timeframe.

To give you an idea of how to start thinking about your AR objectives, Gerry flagged topics such as:

  • Improving external perceptions about your products or services.
  • Rekindling/fixing past dormant or broken analyst relationships.
  • Arming the PR team with analyst materials such as quotes and citations.
  • Ensuring that the Sales team is well-aware of, and armed with, analyst evaluations.
  • Positioning your firm ahead of the competition.

Once AR objectives are defined correctly, measurement can be aligned appropriately and in a manner that delivers value and increases AR advocacy internally. Of course this is not the first time that the IIAR has led the discussion about, and contributed to the pool of knowledge around effective measurement. The AR Compass, a framework that helps professionals set relevant business goals and align their AR programme to those goals has been a valuable resource to me along my career. It’s one of the fundamental pieces on AR measurement that has stood the test of time and tech – definitely a recommended read, especially for professionals at the beginning of their careers in analyst relations.

There are many ways in which AR can be effectively measured. During the webinar a few ideas (or indicators) were discussed by AR professionals which include:

  • Tonality: measuring analyst sentiment about your company in relation to competitors, and can be filtered by types of reports, segments etc.
  • Visibility: inclusion in relevant analyst reports, analyst level of knowledge about your company.
  • Sentiment: tracks and measures analysts’ opinions about your company and it’s where you can benchmark to track and demonstrate shifts in perception.

It’s also important to remember that achieving AR results is one thing but making them resonate more widely is quite another. There are a few ways to amplifying AR value:

  • By sharing your results, positive or negative, in a productive manner.
  • By packaging up reports/analyst insight in a simple way that resonates with relevant teams.
  • By making sure that the right people are receiving the analyst information and know how to gain access to these resources.
  • By tracking amplification, considering aspects such as the amount of information that was used, which prospects/customers received the information and how many sales conversations leveraged the information.

Undoubtedly, the biggest takeaway for me is the importance of defining and updating measurement tactics that enhance the value of AR. Creating an internal resource that can help teams achieve their own goals is another equally important element of AR success. Measuring and benchmarking your programme and amplifying AR results in a meaningful way, will help you to gain internal AR advocates.

Now more than ever, AR professionals should assess and update their measurement tactics and start with “why” (not the book, but the question), while also thinking about the “how”: Why does a result matter? and How can you amplify that result?


By Julia Pope (LinkedIn, @iulia_g_popa) / Analyst Relations manager and AR specialist /  CCgroup, based in London. 

Must reads for IIAR Members


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[GUEST POST] How to lose an industry analyst in 10 days (and ways) Mon, 21 May 2018 08:09:04 +0000 Julia Pope / CC Group on the IIAR websiteA few months ago, I joined IIAR’s webinar focused on the IIAR Analyst Relations Professional and Team of the Year 2017. Every year, the IIAR awards analyst relations (AR) professionals and teams based on the results of an annual survey shared with the global industry analyst community. The survey gathers the analysts’ collective insight on AR professionals and their performance, and then the IIAR contrasts it with results from the previous year, based on level of responsiveness, relationship and results (also known as the IIAR’s Three R’s of AR).

Unsurprisingly, the data from this survey offers the type of insight that is invaluable for anyone working with industry analysts on a regular basis. It captures their perceptions, expectations from, frustrations with and other such “-ions” (reflections?) from analysts who work with Tech PR and Comms industry professionals . It’s easy to lose the interest of your target audience, even with very best intentions in place. So, a key question emerges: what do industry analysts expect from AR Pros, and what practices should stop?

  • Stop assuming, start researching. The lack of understanding of the analyst’s role and business model featured prominently in survey responses. This approach results in missteps such as a spokesperson referencing other analyst firms, trying to be too commercial during a briefing or the MarCom team treating every analyst interaction as a numbers game or a one-off engagement.
  • Tell me more, tell me more. Setting up briefings with analysts when a business can’t share relevant, timely or valuable news or PR-ing the narrative is a definite no-no in an analyst’s eyes.
  • The Timekeeper. The IIAR survey revealed that bad agenda management is annoying to analysts, as their diaries get booked up far in advance and last-minute requests are rarely feasible and seldom accommodated.
  • Hello, is it me you’re looking for? Connecting analysts with any available executive is not a strategic approach or one that can help strengthen relationships, something that analysts repeatedly mentioned in their feedback.
  • You shall not pass! Instead of nurturing relationships between analysts and executives, there is a tendency in the AR community to gate-keep, a practice that analysts discourage.
  • You’ve got mail. Although keeping analysts up to date on business/product news is important, sharing every press release, blog or marketing materials will be regarded as being excessive rather than informative.
  • I did it my way. Short and simple: when it comes to analyst authored materials, don’t try to spin outputs beyond factual corrections.
  • Houston, we have a problem. Unsurprisingly, analysts noted as an annoyance the low quality/preparation from a technical equipment perspective for phone briefings, webinars and events, especially when this can be avoided.
  • Tier me baby one more time. Blindly tiering analysts based on criteria such as “a big, recognisable firm name” instead of the influence that an analyst has for a company or area of the market, is bad practice; also mentioning preferences for analyst firms publicly is a major misstep.
  • Nothing in life is free. Whilst it’s all about building relationships and having a transparent and productive conversation, expecting detailed feedback or the type of information shared during a consulting session for free during a briefing is unrealistic and annoying.

There are many more ways in which relationships with industry analysts can be nurtured and just as many ways in which they can go sour.

Research into analyst perception of AR Pros helps give a far greater understanding of how the “other side of the profession thinks” and in shaping new best practices that are mutually beneficial. The key message to take away is the openness to accept that there is always room for improvement, especially in professions that have the word “relations” in their name.

By Julia Pope (LinkedIn, @iulia_g_popa) / Analyst Relations manager and AR specialist /  CCgroup, based in London. This blog first appeared on CCgroup’s website here.


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[GUEST POST] Engaging with mobile analysts … now’s the time! Tue, 23 Jan 2018 23:49:15 +0000 Mobile World Congress logo on IIAR Website - GSMA

The final speaker agenda is being nailed down, and the Global Mobile Awards judges have now announced their shortlist. However, there’s no resting on your laurels when it comes to Mobile World Congress (MWC) Barcelona outreach. Next on the action list is the extremely important task of your analyst outreach strategy.

Industry analysts play a crucial role in the marketing sales cycle and supplier selection.

Findings from CCgroup’s own Catalyst Insights reveal that when it comes to shortlisting vendors for an RFP, B2B tech buyers place analyst due diligence and reports in their top three most valued sources of content.

Analysts view MWC and other events as golden opportunities to solidify relationships; build out and update knowledge of a sector; or gather further industry intel on the major themes in the telecoms & media sector. Their focus is less on producing ‘quick hit’ pieces of content, as they tend to ingest mass amounts of information for digesting at a later date. This is then written-up into myriad content like blogs and reports that make their way to commercial buyers of that intelligence.

Analysts also tend to plan their Congress schedules early. Unlike their journalist counterparts, they are not tied in the same way to a breaking news agenda. It’s therefore critical that you have a separate analyst relations outreach strategy for MWC, and get securing those face-to-face meetings now.

Here are some quick tips to help ensure your strategy and activity has the right bandwidth to engage with analysts:

Target away

The mobile industry is made up of an increasingly diverse pool of players, and leading analyst firms need to ensure that they speak to both established players, as well as up and coming providers. If you are new to the MWC game, make sure you are aware of the analysts who are closest to you.

In the run-up to the show, carry out regular analyst audits, review target lists and ensure you are speaking to those analysts most crucial to your buying channels. Analysts don’t often jump ship, but it can be a very fluid community where remits change depending on client demand.

Be prepared

If targeting analysts at MWC is a major focus, be aware that diaries fill up quickly. Scheduling should ideally start before Christmas, or January at the latest.

Be clear on what you can offer an analyst in terms of spokesperson time or material before reaching out. Develop proof points as early as you can. Prepare tailored presentations for them at the show to ensure you stay relevant and structured. Don’t rely on a bog-standard sales deck, or a high-level marketing presentation. Analysts will remember something that gives them a deeper level of understanding of business challenges and successes.

Flexibility is also crucial. Analysts often have to prioritise multiple, competing requests during their time in Barcelona and on-the-show-floor meetings may only be skin-deep. So, for true company deep dives, a pre- or post-event briefing is still a good way to show return on AR investment.

Be relevant but ask burning questions

This comes back to the importance of initial targeting. Be certain you are briefing the right analysts who specialise in your sector and know in advance what research they do.

Don’t be afraid to ask analysts questions pertinent to your focus for 2018: they are experts after all, and in most cases, will be happy to share their thoughts and opinion. This applies as much to the market as it does your own strategy.

But accept that analysts work for commercial organisations. They can deliver enormous value to your organisation if leveraged in the right way. Keep their views in mind for future research studies, content marketing or white papers.

Their insightful feedback can be extremely valuable to drive broader thought leadership and conversation.

It’s not all about MWC

Too many companies place too great an emphasis on the event itself as the only time to proactively court analyst attention. But the truth is analyst research calendars and consultancy projects carry on throughout the year.

Remember analysts themselves treat MWC briefings more as an opportunity to build and update their knowledge of a sector, not to write quick bits of content. Their views are developed over a long-time period, and though it may disappoint your senior leadership you should consider whether a briefing is best saved for another time or place.

Use introductory meetings at MWC to establish that initial relationship. Then use the follow up period after Barcelona to cement it. Ensure the relationship thrives with a regular cadence of scheduled updates and meetings over the course of a calendar year.


Suz Archibald (@suzannah_a,  LinkedIn), is head of analyst relations at CCgroup, a full-service Tech PR Agency in London. This post originally appeared as part of CCgroup’s Congress Crunch series of blogs in the lead-up to MWC 2018. See other blog posts by the CC Group team.


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[GUEST POST] IIAR Webinar: ‘Tis the season for Gartner Methodologies Fri, 15 Sep 2017 09:19:06 +0000 Gartner IIAR logosOn September 7th, the CCgroup AR team joined IIAR’s latest webinar on Gartner methodologies with by David Black (LinkedIn), MVP Methodologies & Content Engagement at Gartner and moderated by Ludovic Leforestier (@lludovicLinkedIn), from the IIAR Board.

David spoke about the firm’s research methodology behind reports such as Magic Quadrants and Critical Capabilities.

The AR community has always been tuned in to Gartner’s research calendars, with “Every season is Magic Quadrant season” being the mantra shared by many. As such, many AR professionals were keen to learn more from David.

Whilst emphasising Gartner’s move towards more openness, he was happy to answer more in-depth questions which have unsurprisingly focused on the Magic Quadrant and Gartner’s perception of itself amongst other firms.David also offered valuable insight on Gartner’s research validation process. Our main takeaways were:

  • The Gartner Methodologies team now covers IT procurement.
  • Vendors included in a Gartner MQ are at the pinnacle of their market and inclusion criteria is now heavily weighted how vendors market themselves, so the more SEO the better!
  • Critical Capabilities reports offer a deep dive into a particular vertical market or technology.
  • Trends for Magic Quadrants include more Peer Insights relevant for each Magic Quadrant report (currently stands at over 45,000 reviews).
  • The number of vendors included in the Magic Quadrants is determined by analysts – for BI it has now gone up to 37.
  • Gartner’s remit continues to expand due to constant M&A and organic growth.
  • Gartner will ask for specific customer references for each type of report, as criteria will vary. E.g. the customer references shared for a Magic Quadrant will not extend to vendor-specific or Vendor Profiles reports.
  • NB: Gartner’s ‘magic’ benchmark for customer references for Magic Quadrants is between 5-7. Getting requests for additional references? Query why with the analyst team.
  • Gartner encourages users to raise any questions or voice concerns on the research process for different reports directly with them at

In summary?

I was pleasantly surprised by the progress made by Gartner to increase its clearness and transparency. The firm has evolved into a more approachable and open organisation which aims to help AR professionals throughout the Magic Quadrant season – and beyond.

Want to hear more?

The slides and recordings are available on Huddle for IIAR Members > 1709_Gartner_methodologies


Suzannah Archibald (LinkedIn, @suzannah_a) is the Head of AR at CCgroup, a full-service marketing and communications agency based in Central London. See other blog posts by the CC Group team.

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[GUEST POST] IDC EMEA provide the IIAR with their current State of the Union: What’s changing for this year and next? Thu, 25 May 2017 16:14:54 +0000

By Suzannah Archibald (LinkedIn, @suzannah_a), Head of Analyst Relations at CCgroup.

IDC is usually one of the better analyst houses I encounter. They usually show tight co-ordination amongst their end-user practices, and reach out and access their client and subscriber database across over 10,000 IT decision-maker professionals (and counting). So, in mid-2017, what’s changed at IDC? And how are they handling organisational change since their change of ownership, earlier this year? These were just some of the questions posed by Industry Analyst Relations professionals at a recent IIAR webinar and networking session with…

Dan Timberlake (UK&I MD, VP Sales, EMEA), Tom Meyer (GVP Research EMEA, @tomtxt), and Mathew Heath (EMEA Marketing Director, himself the brains behind the always-entertaining @IDC_EMEA account).

They were refreshingly open, honest and transparent with all of us on the call from the international AR community, and talked us through recent organisation-led changes, as well as how they perceive the end-user IT buyer’s market is likely to adapt to market forces and further change over the next three to five years.

Some of what I took away:

  1. IDC EMEA averages over 85K client interactions per year – much higher than even the closest competition
  2. IDC Predictions webcasts are all free to attend, and their IDC Directions events in both the US and EMEA are super well-attended by vendor audiences, as well as by IT decision-makers. The conference portfolio includes 180+ conferences and these events boast 10K attendees last year who attended events they do, or co-host with vendor organisations
  3. IDC aims to attract more of the CMO line of business audience, through custom research, and customised business units, by building out more research aimed at specialist marketers. This includes: increasing the scope and size of their sourcing advisory services, government policy coverage, and specialist units currently under development for 2018 in areas of CDO, GDPR, Blockchain, and DevOps.

Some other interesting quick IDC titbits to digest, that I also picked up on:

– Inbound search performs extremely well, and targeted content marketing campaigns run by IDC Interactive Tools provide 50x better return on investment compared to industry-wide averages they themselves benchmark against, according to the team

– IDC’s data remains enormously useful to the challenger IT and Global Investment (i.e. VC) communities; since 2014 IDC averages in the region of 15,000 interactions with the financial community per year and 500k data extractions were used by the financial audience in 2016

–  IDC’s making concerted efforts to show more EMEA-centricity to its EMEA based clientele. There are now several IDC European practices based around Innovation (Phil Carter has been IDC’s chief analyst since 2016), as well as IoT, and even blockchain/distributed ledger technologies – the team of Tom Zink & Giorgio Nebuloni.

The EMEA management team is rightly proud of its heritage providing both tactical and strategic data to drive data-driven decision making; as GVP Research Tom Meyer says: At IDC, we give the ‘best-in-class’ in terms of data in the industry at this point.’

Far from being nervous since the ownership change, the lads from IDC seemed buoyed by the prospect of new energy and life being breathed into the IDC market research organisation. IDC EMEA itself experienced a 10 % hiring increase, adding 6-7 new senior analysts this year to the UK market alone. This despite parent company IDG Corp. announcing lay-offs to US based editorial and journalists in May, but the market research side of the business seems unphased, and largely unaffected, by recent changes.

My conclusion?

  • IDC is priming itself to go after more and more of the enterprise technology IT-buying ‘mindshare’ – and attempt to create more content and resources targeted directly at them
  • It’s too soon to say how the change of ownership of IDC and IDG Corporation will have an impact, a bit of a watch and wait in that respect.
  • My opinion only – but they do need to make optimising their website and search across the website a bit easier from a UX perspective. Searching for relevant analysts, particularly outside of your own market, is still a pain. Offering free to download resources which list key analysts in a given vertical market is a step in the right direction, as is offering language-optimised web pages.
  • Finally, after a couple of years in the wilderness, IDC looks to become more strategic, bolder and more involved in the CMO line of business. They are definitely attempting big strides to bite bigger chunks out of the retained accounts of both Gartner and Forrester.

This post originally appeared on CCgroup’s own blog here. My thanks to Mathew Heath (IDC EMEA Marketing Director), Dan Timberlake (IDC UK & I Managing Director), Ludovic Leforestier (@lludovic, IIAR Board Member and Head of Influencer Relations, Criteo) and Richard Fogg (CEO, CCgroup PR) for their input. And, another great event put on by the IIAR, my thanks to the board for hosting me. Can’t wait for the next one. 

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