In any given week, analysts hear many pitches. What may not be apparent is “How engaged is the analyst?” So if you are a vendor, how do you engage an analyst? First, don’t be one of those people who is more interested in getting through all your slides in the short period of time you have with the analyst versus really having an engaging conversation with the analyst. Continue reading
“We have a problem with analysts,” I hear you say. “You have to buy analyst services to have a good relationship with them,” has got to be the most common phrase any analyst relations professional hears from colleagues.
Cynicism reigns when it comes to judging analysts, which reflects the way many of us might feel about the role they, and other influencers, have when recommending IT products or services.
It’s open to all AR professionals and users of the current Ovum and Informa Telecoms & Media (ITM) research services.
According to Claire Booty, PR manager for Ovum, Steve will use the webinar to explain the rationale behind the merger of Ovum and ITM, highlight its new products, research agenda, and introduce key staff appointments.
If you want to attend, just email Claire with the names, job roles and contact details of those who wish to attend. She’ll send you all the details.
About the author
If you don’t know him already, Brett’s an experienced and well-respected leader. He’s previously held senior positions at Ovum, where he was managing director, and Gartner, where he was group vice president/chief analyst. Continue reading
When the IIAR was first formed, one of its goals was to enable members to help each other achieve their goals. Primarily this has taken the form of sharing best practice, but we also recognised the value in publishing job postings – analyst relations is quite a specialist field, after all.
A logical place for IIAR member Logicalis to post an ad for a new Analyst Relations manager, therefore, was in the Jobs section of the IIAR web site. (http://analystrelations.org/member-resources/ar-jobs-shop/)
Less suspected, however, was just how successful – and quick – the exercise would be. Says Joanne Nelson, AR manager at Logicalis, “I received 14 applications for the role in a matter of 2 weeks, from the IIAR advert, both from freelance and agencies.”
The job was posted on 25th September, and in a matter of days enough good candidates were in the pot for interviewing to start. “On a first pass all the candidates were a suitable level with solid experience and a few came recommended by other well known IIAR members, which was helpful.”
In what is possibly a recruitment speed record, the job was filled by the 14th October. Not only did this save a great deal of time for Logicalis, but also the whole exercise was a great deal cheaper than using a head-hunter. “As it happens, my chosen candidate is a former IIAR Board member, which gave a further level of credibility,” says Joanne.
This does raise the question – what do recruitment consultants become? No doubt they will continue to have a role. In such a well-specified domain and close-knit community as Analyst Relations however, the most logical place to start is with who you know.
If you would like to know more about the IIAR, its membership and services, don’t hesitate to get in touch at by emailing secretary [at) analystrelations (dot) org. Thanks!
I just survived Gartner Symposium in Orlando and as part of my regular post mortem, I analyze what went well and what I can do to improve the experience next year. A critical player for me this week is my Gartner salesperson, which got me thinking about how many AR managers neglect this key participant in their program.
Analyst firm salespeople are unsung heroes in the AR world because AR managers tend to overly focus on our analysts and overlook these useful resources. I remember one year when I was at Oracle OpenWorld, I took out my account execs for dinner one evening – no analysts, only my key salespeople from the major firms to a fun dinner as a thank you and hosted them, as usually it’s the salesperson hosting us. This was years ago so hopefully things have gotten better out there, but I was saddened when one of my account execs said it was the first time he saw an AR manager do something special for sales rather than for an analyst. Continue reading
How often are you surprised by an important analyst report impacting your company?
All the time, my life sucks.
Every now and then my morning is ruined.
Not often, sometimes a peripheral analyst will write something unexpected without checking in.
It would be unusual, as my analysts know I’m a maniac about draft review and I’m pestering them all the time about coverage anyway.
Seldom, as I have good visibility into their research agendas, and in fact I suggested the last two report topics for my key analysts. Continue reading
It happens to the best of us. Your analyst relations program is humming along nicely – your analysts are behaving, your internal constituents under control – when one day, wham! You get a call from one of your SVPs sharing some exciting news! Joe Analyst, one of your company’s key advocates, has now joined your company.
AR managers will inevitably grapple with this scenario as analysts migrate to vendors often. Informatica took out two high profile analysts last year and I’ve experienced this at previous employers too. AR managers can expect certain behaviors when an analyst who used to cover your company comes inside, so your best bet is to prepare for when that day hits and take full advantage of the opportunity. Continue reading
[GUEST POST] Crunching the analyst firm numbers – what do they tell us about Gartner, Forrester, IDC & others?
Not all IT research is about numbers, but the IT analyst business definitely is. It’s a business after all, and if you don’t make the numbers, you don’t have a business. But what’s interesting is how many different ways there are to make the numbers stack up.
It’s somewhat ironic that while IT analyst firms often rely on public – and private – disclosure of information from both vendors and end-user organisations to make their prognostications, they often don’t like to reveal too much about their own businesses. The big public firms, Gartner & Forrester, disclose good detail about their revenues to meet their statutory requirements, and perhaps a little more, while the private firms tend to be fairly vague. Continue reading
Recently, I’ve done joint announcements with Oracle, SAP, HP, Tibco, Software AG and HP. As you can imagine, I’ve had varying relationships with each and I’m happy to report that the state of the A/R industry is good and that we can work together.
When I was in PR, it was cat fight supreme with territorial ism and turf wars. Most of the announcements I did with these companies when in Analyst Relations didn’t have that element. For the most part, the announcements were about standards, not products. So that went a long way towards working together. Still, if you include IBM, the companies I’ve named here aren’t known for being best buddies.
As and aside, I can say that the executives (who can be the source of most problems) all worked towards the cause of the best briefing possible. Continue reading