Archive | Constellation

The IIAR Tragic Quadrant for 2017

By Fabio Rocha (LinkedIn), Ludovic Leforestier (LinkedIn@lludovic), Neil Pollock (LinkedIn@neilpollock).

Two years ago, in 2015, we produced the first IIAR Tragic Quadrant. It was met with much enthusiasm and comment, thus we have decided to repeat the exercise once again this year. Below we present the Tragic Quadrant for 2017. The Tragic Quadrant is compiled from data collected as part of the 2016 IIAR Analyst of the Year Survey, where, annually, we invite analyst relations professionals to rate individual industry analyst and the firms they work for. This year more than 100 different individual organisations responded to our survey. We were interested to see if we could do further analysis on the data that was collected.

IIAR Tragic Quadrant 2017

IIAR Tragic Quadrant 2017

In producing the Tragic Quadrant what we sought to do was to rank analyst firms according to three criteria. We chose these criteria because this is what the IIAR survey asks respondents to assess:

  • Impact: The Y axis depicts the ‘Impact’ of the industry analyst firm on the purchase decision. This also relates to their perceived credibility and capability to provide an objective opinion.
  • Relevance: The X axis marks their ‘Relevance’ for the purchase decision. This means their capability to cover the market and their specific geographical allocation. It also includes public recognition of their presence in the market (e.g. as an expert).
  • Interaction: The size of the bubble is ‘Interaction’. This relates to issues of communication (e.g. how easy is it to get to them and to talk to them).

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Winners announced: IIAR Analyst of the Year 2016

The IIAR is delighted to announce the winners of this year’s

IIAR Analyst of the Year 2016 and IIAR Analyst Firm of the Year 2016

AOTY

AND THE WINNERS ARE…

Keep reading below for the IIAR Analyst of Year 2016, IIAR Global Analyst Firm of Year 2016, IIAR Independent Analyst of the Year 2016 and the best new entrants

Analyst relations pros voted for over 170 different individual analysts. Having run the survey over several years, it was striking to see the amount of new analysts that figured this year as compared to previous ones. This goes to show the dynamic nature of this space. There are now hundreds of so-called ‘upstarts’ firms, analysts continue to move between firms, and new analysts enter into the picture. Continue Reading →

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Constellation and the curse of the quadrant

At the beginning, the intent was pure.Gartner Real Quadrant

Industry analysts, more specifically the buy-side “prescribers” exist to help technology buyers (often referred to as end-users) select the best vendors and providers. They gather insights through public and private sources such as (semi-)private vendor briefings and conversations (inquiries) with their end-user subscribers. Some analysts take hundreds of briefings and inquiries in a year, allowing them to gather unique insights on the market segments they cover. This accumulated knowledge allow them to monetise this information asymmetry as reports, consulting sessions, speaking engagements, etc.

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Around Ray Wang in 10 questions (redux)

Ray WangToday we ask our 10 probing questions of Ray Wang from Constellation. Ray (Linkedin@rwang0) was runner up in this years IIAR Analyst of the Year for 2015 as voted by analyst relations professionals.

1. What are your coverage areas?

Digital transformation, disrupting technologies, service providers transition, cloud bill of rights, vendor selection, software licensing and pricing. Continue Reading →

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Winners announced: IIAR Analyst of the Year 2015

The IIAR is delighted to announce the winners of this year’s

IIAR Analyst of the Year 2015 and IIAR Analyst Firm of the Year 2015

IIAR Analyst of the Year

AND THE WINNERS ARE…

Keep reading below for the IIAR Analyst of Year 2015, IIAR Global Analyst Firm of Year 2015, IIAR Independent Analyst of the Year 2015 and the best new entrants.

The IIAR analyst of the year 2015 was a close run thing this year round. Unlike previous years there was a lot more variety in the numbers and kinds of analysts chosen. Analyst relations professionals voted for over 150 different individual analysts, rating them along a wide range of criteria that included: their knowledge of the domain, does their research give actionable advice, is it novel and thought provoking etc; through to questions about their impact on technology adoption; and whether they were easy and flexible to work with from an analyst relations point of view. Continue Reading →

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Will research crowdsourcing finally move analyst firms to an experience business model?

g2crowd_grid_for_help_deskg2crowd_grid_for_help_deskGood piece by Tony Bradley on TechSpective.net (via Rob Enderle and Stephen England) on whether crowdsourced analysis could displace Gartner, Forrester, IDC, etc.

I’ve been watching analysts for a long time and think this is fascinating -I was waiting for such a “JD Power of Tech” for a long time.

If they get it right, it will finally change the analyst business. Continue Reading →

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The IIAR “Tragic Quadrant”

Last year, as part of the 2014 IIAR Analyst of The Year Survey, we invited analyst relations professionals to rate their favourite industry analyst individuals and the firms they worked for. More than 60 individual organisations responded to our survey. We were interested to see if we could do further analysis on the data that was collected.

When we set out to do the IIAR Analyst of the Year (with Helen Chantry), we always had envisioned doing a Magic Quadrant of analyst firms. This year the survey provided us with further information which we have been able to breakdown and analyse to provide a more detailed understanding of how analyst relations professionals perceive the relevance, impact and reachability of industry analyst firms. We are not claiming that this is an exhaustive study. Rather it simply opens a new (slightly cheeky – hence the notion of “Tragic Quadrant”) window onto the analyst landscape, where we attempt to rank industry analyst firms by impact, relevance and ease to do business with. Continue Reading →

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Digital Disruption Tsunami takes over Analyst firms

Constellation loves DCGConstellation loves DCGConstellation loves DCGIn an age of Digital Disruption and Business Transformation, when organisations are continuously embracing reinvention to stay in the business, change is imperative.

 

Who would have thought that the once dominant brands such as Blockbuster would be killed by a 30 staff strong Netflix due to their failure of recognizing the change and seizing the opportunity. And this is only one of the many classical examples of the rise and death of brands.

 

Digital Disruption or the Digital Business Transformation is a widely and most talked about term by almost every analyst firm in the past few years addressing organisations’ challenges and advising them to adapt themselves to this. In this era, you either need to be the disruptor (either reinvent yourself or acquire a unique combination of skills through alliances & acquisitions) or be disrupted by a competitor who embraces the change earlier than you.

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[GUEST POST] Key Requirements for Vendors When Briefing Software Analysts

Natalie Petouhoff / Constellation (IIAR)By NataliePetouhoff (@drnatalie, LinkedIn) from Constellation Research.

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 →

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Kim’s Game Plan for Constellation

Constellation Research GroupConstellation Research, Inc.–the award-winning research and advisory firm focused on how disruptive technologies transform business models–announced today the addition of Peter Kim to the research team as Chief Strategy Officer and Principal Analyst. Kim, whose research focuses on Digital Marketing Transformation, expands Constellation’s ability to provide marketing leadership research/solutions to its early adopter clients worldwide and cement its unique position “somewhere between an analyst firm and a futurist firm” as Constellation Research Founder and Chairman R “Ray” Wang describes it. Continue Reading →
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“Nobody ever got fired for buying IBM”

“Nobody ever got fired for buying IBM”  – a widely used cliché (FUD) from the 70s and 80’s. This would not work as a sales line now and perhaps, the days of “No one ever got the sack for using Gartner” and the role of AR professionals are also numbered ?

Disrupting the status quo of the legacy analyst firms with their “Fiery Fireside Chat“, on 26th September, were R “Ray” Wang (@rwang0)of Constellation Research and Phil Fersht (@pfersht) of HfS. This great discussion raised many points of interest for all Analyst Relations professionals; like: Do you have the right boss? Who do the analysts speak to in your company? and Do you spend too much time completing surveys ? Continue Reading →

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IIAR Webinar – A Fiery Fireside Chat with R “Ray” Wang of Constellation Research and Phil Fersht of HfS.

constellationResearch_logo[1]hfsresearch_logo_small.pngA Fiery Fireside Chat with R “Ray” Wang of Constellation Research and Phil Fersht of HfS.

Disrupting the status quo of the legacy analyst firms:

An IIAR Webinar with les enfants terribles of the industry research industry. Speak with two disruptors, they’re both loud, they claim to break away from what they call legacy research but what are they really doing differently? Are they influential other than on Twitter?

Don’t miss the opportunity to join R “Ray” Wang and Phil Fersht in what promises to be a “fiery” discussion.  Continue Reading →

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The Ray Constellation Experience

Constellation Research has announced today that it is taking a new step in its development and hired a CEO -see press release below- in the person of Bridget Chambers (@bridgchambers, LinkedIn), who comes from the SAP User Group.

I spoke yesterday to Constellation’s founder (and IIAR Analyst of the year 2009), Ray Wang (@rwang0, LinkedIn) and Bridget and as usual found the conversation fascinating. This post is not a position from the IIAR, its members or board, not my employer  -just a sum of personal thoughts. Comments are welcome of course. Continue Reading →

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New Eastern star sighted in the Constellation

Catalyst
Constellation just announced (post, tweet) it entered a partnership with ITR, the well known Japanse research firm.

This is a good time to stop and have a look at those two firms.

Constellation
Founded in 2010 by Ray Wang (@rwang0, LinkedIn), after leaving Forrester and a stint at Charlene Li’s Altimeter. At the start, Constellation focussed on end-user advisory but quickly expanded its portfolio to RAS (research and advisory services) and events. The pricing and consumption models are flexible, based on pre-paid units.  The revenue split is in majority towards syndicated research, events being in the norm (about ⅕) and consulting (end consulting and vendor) making up the rest. Continue Reading →

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IIAR offered free access to Constellation’s Connected Enterprise LiveStream!

Good news for IIAR members! They have been offered free access to the LiveStream of Constellation’s Connected Enterprise event 2012, being held in California, US from November 9 to 11.
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Constellation Research continues expansion with digital marketing appointment

By Dave Noble, IIAR board member & APJ chapter lead

Constellation Research has added to its research portfolio with the appointment of an Australian digital media veteran to lead its coverage of digital marketing transformation, a new research theme which again shifts focus away from traditional IT purchasers and on to business buyers.

Based in Sydney, Gavin Heaton was for five years the leader of social media engagement for SAP’s Premier Customer Network, a CEO peer group encompassing 300 of the software vendor’s most strategic global accounts – not surprisingly, few of these customers are located in the southern hemisphere. Continue Reading →

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[Guest Post] The Secret Sauce and the Secret Sorcerers by Simon Levin

I was sitting in the middle of a noisy intellectual ruckus about the future of research and advisory services some weeks back when an odd thought struck me.

It was at the London IIAR meeting in March, where R “Ray” Wang and his Constellation all-stars were agitating for radical change in the research industry. Ray was talking about new models, new delivery methods, and new value propositions, while some very respected AR practitioners were questioning the value of his approach. Did the world need this kind of shake-up? And, if so, was it really going to change the nature of AR’s dealings with analysts?

I was supposed to be keeping the peace and chairing the meeting. But I kept being distracted by thoughts about whether all this might be relevant to me.

I suspect our clients at The Skills Connection have a narrow view of AR, centered almost entirely on the analysts’ impact on buying decisions.

And this thought made me ponder how much that’s true for AR in general. Continue Reading →

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Has time come for a disruptive analyst firm?

Wine connoisseurs take as much pleasure talking about drink than savouring it…. so let me indulge you into an analogy between research firms and some of my favourites.

As with fine wines and corporate buying trends, so goes analyst firms.  The shift of power from IT to Business signifies a move from Wine to Champagne….

Ray (@rwang0, LinkedIn, blog) writes here about the latest IIAR Forum London and he’s got a few interesting points.

  1. Client base and research approach
    • There’s a wine analogy there: Gartner is like a Bordeaux (predictable blends) and Forrester is more like a Burgundy (more variable but sometimes great).
    • Gartner tends to sell to a mature IT audience, which is where most of the IT budget is. Its research output thus tends to be more conservative, after all most people don’t really want to experiment the at bleeding edge. As a result, it’s unlikely you’ll be surprised by a genial piece of research.
    • Forrester does this as well, but because (or thanks to) its marketing research, also cater for that role and its research style tends to be more adventurous (the Giga legacy probably) even if its coverage quality and quality is less constant.
    • And IDC sells to IT vendors mostly, a little to industry leaders (has to be a Côtes du Rhône, with elements of both depending on the individual analyst for opinion whilst the trackers are more constant –Shiraz is a bit like Marmite, it’s “love it or hate it”).
    • The point there is that your client base is your legacy, and unless you’re Steve Jobs or Henry Ford, most fail to break away from ‘building a faster horse’. In IT research aspects, it translates into “IT must align with business” (yawn). Analysts have been preaching this for the last 15 years, and it seems the issue hasn’t gone away.  Some part of the IT will be run as a utility (a better word than cloud, and in the same bucket than facilities and real estate) whilst the innovative stuff will be done by the business. IT is the business, the rest is a commodity (this doesn’t mean that everyone knows how to provision a commodity efficiently).
    • Another interesting aspect is that because they sell to a mature audience, they will confronted to a bit of an issue when baby-boomers will (finally) retire in the coming 5 years and be replaced by Gen-X and Gen-Y who have no appetite for academic style research. [Note: there’s a discussion here with some fellow IIAR members on whether the Gartner client base is that, er, experienced. What do you think?]
      Indeed Gartner is trying (again) to grow its SMB user base, but unless they radically change the way research is written, they will probably fail again. Constellation has probably a good card to play there by targeting smaller, innovative companies –even though up to 2/3 won’t make it into adult age.
  2. On “design point”, Constellation is pitching itself right in the “future of work” trend.
    • For analysts, time will tell if it’s ensuring, but trying to retain them by force (check this letter from Forrester’s CEO George Colony on non-compete) isn’t going to build a star-stable. Indeed, whilst Gartner seems to be doing a good job at keeping its best analyst, but it’d be curious to see how the average experience of Forrester analysts has evolved over time. There seem to be more researchers who graduated as analysts than analysts who came from a previous career. That in itself isn’t a sole predictor for insight, though it helps, but one would think that there’s a cost aspect (it’s the Forrester vs. the Giga models).
    • For users, I’d venture out to say it’s again like Marmite.  For establish companies, dealing with established brands having real offices offices is probably deemed ‘safer’. For Constellation’s target customers, meeting in a Stabucks probably isn’t a problem. James Governor (@monkchips, blog) seems to have found out that being unconventional actually helps with his specific audience: developpers.
  3. On analyst access
    • In terms of business model, Ray is indeed accessible which is quite refreshing compared to other analysts who for instance reduce briefing slots to 30mn. Whether that can be scaled without administering Modafinil to the rest remains to be seen.
    • For end users, it would be a net-gain if the processes to ensure a constant user experience as Constellation grows in size work effectively.
  4. On research approach
    • Legacy firms underplay the community aspect indeed but let’s not forget that Gartner is quite a large community in itself.
    • From an end-user aspect, one could expect more innovative research.
  5. On sales
    • IMHO it’s where I’ll be watching Constellation as converting from a consulting model to a RAS one isn’t that straightforward. So far they seem to be on the right track though.

Bottom line:

  • Gaining enough scale to gain a sufficient end-user base is challenging for mid-sized firms but Constellation seem to be making all the right noises.
  • Establish firms need to break away from their traditional user base to reinvent themselves before baby-boomers retire.

Ludovic Leforestier (LinkedIn, @lludovic)

See also Duncan’s post on the IIAR Forum with Constellation:

And Ray Wang’s own post:

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