Tag Archives | AR Best practices

[GUEST POST] Webinar Fatigue and How to Overcome it

Webinars, illustration for blog post by Jonathon Gordon / EMI on the iIAR website

Webinar fatigue is now as common as the cold

Let’s face it, to say the webinar scene is overcrowded would be a monumental understatement.  Webinar fatigue should come as no surprise. After all, I seem to receive a new webinar invitation every other day.  While many of them sound super interesting, who has time to sit on webinars all day?  I often find myself signing up for many more than I actually attend.  Webinars, if done right, are a lot of work (the ultimate webinar project plan here).  Is it worth the time and effort?  I must admit that I am still a believer.  I consider webinars to be a great platform to interact with customers, prospects and the wider audience.  So how can you make sure they’re successful? Continue Reading →

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IIAR Discussion Group: Negotiating with Gartner

Successfully negotiating your contract with analyst firms to get the best business value from commercial relationships with industry analysis firms is a key activity for many analyst relations (AR) teams.negotiating-with-gartner

A follow-on from our first IIAR Discussion Group will review the outcomes document from the first meeting (IIAR members can download it <<here>>) and continue the conversation. As Gartner is the largest of the analyst firms we expect the discussion will no doubt focus here; this will not be to the exclusion of all (or any) of the other analyst companies.
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IIAR Best Practices Webinar: Strategic Analyst Tiering For Digital Business

This new IIAR Best Practices Paper will be resented by Susan Galer (@smgaler, LinkedIn) in an IIAR Webinar moderated by Ludovic LeforestierLinkedIn @lludovic), Bearing Point and IIAR Board, this how-to webinar is designed to go beyond textbook best practices, providing step-by- step techniques you can put in place immediately to:susan-galer

  • cut through the noise and determine which analysts really matter to your company
  • forge ahead even when you don’t have a business plan from internal stakeholders
  • match your organization’s objectives to the analyst’s true scope of influence
  • answer hard questions to bridge the gap between expectations and reality

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[GUEST POST] Why AR comes before PR. Just look in the dictionary.

By Ian Gotts / Founder and CEO, Elements.cloud (LinkedIn, @iangotts).

You’re an innovative and growing software vendor, I get that. You’ve got a fab new product that’s going drive dramatic benefits for enterprise customers, I get that.You’ve even got a blog to push out great customer stories now and then, I get that too.

But how do you accelerate growth without piling on expensive sales guys? And how do you make it easier for the large corporates to find you and get comfortable placing big orders with you?

ANSWER: You create relationships with the analyst community. And here’s why. Continue Reading →

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[GUEST POST] Three ‘Must-have’ Anchor Points for Your Analyst Relations Program

Rishi GhaiBy Rishi Ghai (LinkedIn@rishi_ghai) Head – Analyst Relations, Corporate Communications, and Digital Marketing / Cyient

Launching an industry analyst relations (AR) program takes elaborate research and planning. Unlike simpler functions that a technology or service provider can delegate or outsource with minimal involvement, AR requires the continuous participation of stakeholders from a broad cross-section of the business––from corporate strategy to business-unit marketing, through to delivery and finance. Simplifying the creation of a new AR program requires defining its anchor points––the guiding forces necessary to give a direction to it and keep it on track.

Let’s take a look at three essential anchor points, which can serve as the compass of your organization’s AR program: Continue Reading →

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[GUEST POST] Analyst Relations Best Practices: Seven Tips to Make Your Company a Star at Industry Analyst Events

By Caroline Dennington / Dennington AR (@CDenningtonLinkedIn).

Summer is upon us and though that means wet weather for Caroline Dennington in the UK and heatwaves and wildfires for Caroline’s writing partner Phil Nash, analyst relations (AR) professionals around the globe are getting ready for another busy event season with the industry influencers.

InfoSec and Forrester Forum have already taken place in London and once again, Gartner Security & Risk Management Summit in Washington, exceeded all expectations attracting a huge delegate audience and of course, hundreds of analysts!

With Symposium, IDC Directions, Catalyst, BlabkHat and numerous other major events such as Sibos and ACAMS on the calendar, how can AR Managers ensure they secure relevant analyst time at these events and importantly, engage their executives and sales personnel in meaningful conversations? Continue Reading →

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[GUEST POST] Managing RFIs: 8 Best Practices for Analyst Relations Professionals

By Rishi Ghai (LinkedIn@rishi_ghai) Analyst Relations, Corporate Communications, and Digital Marketing / Cyient. 

Receiving a request for information (RFI) from an analyst firm often triggers two reactions among analyst relations (AR) professionals––first, the thrill and gratification of having the business on the radar of a relevant analyst; and second, the anxiety of responding to the RFI with comprehensive and accurate information.

Analyst-firm RFIs are complex beasts. Managed well, they can be a technology/service provider’s (TSPs) gateway to the much-coveted “star” ratings, rankings, and mentions in analyst firms’ research. On the contrary, poorly managed RFIs can end up misinforming analysts, leading them to build an inaccurate analysis of your company.

Responding to RFIs takes a lot of diligence, but the process can be simplified and made more manageable. Here are eight things you can do to ace RFIs and minimise the overwhelm. Continue Reading →

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[GUEST POST] So, You Did Well in an Industry Analyst Report… How Do You Get the Word Out? by Vicki Jenkins / Nelson Hall

Vicki Jenkins / NelsonHallBy Vicki Jenkins / Nelson Hall (LinkedIn@VickiJ_NH).


This is the fifth in a series of blogs for AR professionals containing tips and pointers on how to optimize the relationship between AR and industry analysts. Here I take a look at promoting your organization’s inclusion in an analyst report.

Often times, before committing to participating in an industry analyst report, subject matter experts will say to their AR colleagues, ‘What happened with the last report we participated in? What did we get out of it?’ In many organizations, it’s not realistic to send the report to the marketing team simply asking them to leverage it, as they have many other commitments and deliverables and might not understand the value of the report and how to make best use of it internally or externally. Continue Reading →

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[GUEST POST] 7 Ways to Grow Analyst Firm Business: A How-to-Collaborate Guide for Industry Analysts and Account Managers

TW - 7 Ways to Grow Analyst Firm Business - Collaboration Between Industry Analysts & Account ManagersBy Rishi Ghai (LinkedIn@rishi_ghai)

It’s universal––the bittersweet relationship between sales and delivery functions. Industry analyst firms are no exception. The subject of bringing in more business for analyst firms is perhaps the biggest cause of friction between account managers and industry analysts, especially where senior analysts have P&L responsibility.

A typical scenario plays out something like this: analysts, in their capacity as advisors, tend to enjoy greater proximity to technology/service providers and buyers––and assert to know more about business leads for the firm than account managers do. Account managers, on the other hand, tend to disagree and think that analysts aren’t willing to stretch beyond their comfort zones to bring in more dollars…and on the argument continues. Yet, once this friction is transmuted into collaboration, engagements with clients and prospects become richer and more consistent, and untapped business opportunities start to open up. Continue Reading →

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[GUEST POST] Analyst Briefings: The Delicate Business of Client References, by Vicki Jenkins / Nelson Hal

Vicki Jenkins / NelsonHallThis is the fourth in a series of blogs for AR professionals containing tips and pointers on how to optimize the relationship between AR and industry analysts. Here I take a look at using client references and case studies in the briefing process.

Quite often, participating in an analyst report requires providing client references as part of the briefing process, and in the area of outsourcing these can be rather difficult to secure. It is important to develop relationships with your sales and client services teams and to let them know about upcoming analyst reports that will require references so they can assist you without it being a fire drill. Knowing that references are required well in advance also enables your colleagues to select references appropriately, and avoid overusing certain clients where they are handling multiple requests for the client’s time. Continue Reading →

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[GUEST POST] Analyst Briefings: Preparing for Success, by Vicki Jenkins / Nelson Hall

By Vicki Jenkins / Nelson Hall (LinkedIn@VickiJ_NH) Vicki Jenkins / NelsonHall

This is the third in a series of blogs for AR professionals containing tips and pointers on how to optimize the relationship between AR and industry analysts. Here I take a more detailed look at preparing for analyst briefings.

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IIAR Webinar: Adventures in Analyst Relations

IIAR Webinar: Adventures in Analyst Relations 
Presented by Peggy O’Neill, Senior Director, Analyst Relations at Informatica Peggy O'Neill
When: 13th July 2016
Time: 08:30 PST/ 16:30 BST/ 17:30 CET
Like anything in life, the more you put in the more you get out.
Understanding where your organization is in terms of its Analyst Relations is important. In this webinar Peggy will guide us through how to establish where an AR program is and paint a picture of what is possible. It summarizes the benefits you receive as your company invests more in AR and becomes more mature about how it works with the analyst community.

Companies that do strategic AR understand how to get the most out of their analyst relationships. They are also confident and can articulate their vision and roadmap, and can plan their analyst interactions accordingly. But they’re not so confident that they think they can’t learn anything from analysts.

Please note that the webinar is for IIAR members only. IIAR members can register by clicking here
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[GUEST POST] Analyst Briefings: Are you a Strategic Team Member or the Note-Taker? by Vicki Jenkins / NelsonHall

Vicki Jenkins / NelsonHallBy Vicki Jenkins / NelsonHall  (LinkedIn,  @VickiJ_NH).

This is the second in a series of blogs for AR professionals containing tips and pointers on how to optimize the relationship between AR and industry analysts. Here I take a look at the role of AR in the briefing process.

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[Guest Post] AR Planning Doesn’t Have to be Like Nailing Jell-O to a Tree, by Vicki Jenkins / NelsonHall

By Vicki Jenkins / NelsonHall  (LinkedIn,  @VickiJ_NH).Vicki Jenkins / NelsonHall

With a background as both an analyst relations (AR) professional and an industry analyst, I have seen what happens on both sides of the fence, and communication between the two sides is not always straightforward. Hence, this is the first in a series of blogs for AR professionals containing tips and pointers on how to ensure that the AR/analyst relationship stays smooth. Topics will include briefing preparation and follow-up plans, promotion plans for report placement, and industry analyst days. As it’s that time of year, I’ll start by taking a look at AR planning.  Continue Reading →

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Want to write an IIAR white paper? Need help in getting it down on paper?

Ludovic and Ani hard at work

Writing buddies at work

IIAR Writing Buddy Scheme

Do you want to write an IIAR white paper, but don’t have the time or resources to work on a piece by yourself? Are you looking for a writing buddy?

The IIAR has built a large library of white papers, but there is room for more.

In an effort to encourage the further sharing and dissemination of knowledge about AR practices, the IIAR has now put in place a ‘writing buddy’ scheme to help IIAR members publish papers on some aspect of AR practice. Continue Reading →

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[GUEST POST] Successful Analyst Relations Requires Grown Ups

By Peggy O’Neill  (@pegoneillLinkedIn) from Informatica. 

A fellow AR manager called recently to weep on my shoulder. She wanted a sanity check about setting internal expectations on what analyst relations could or could not do as her executives were making demands she considered outlandish. She sought my unvarnished opinion about the requests involved in case they were possible and she needed to step up her game.

I listened in disbelief to what her execs were asking for, probed for more details, and I’m sad to report that at the end of the conversation we concluded it was time for her to leave her company as she was working at an outfit where the culture and expectations were antithetical to a successful analyst relations program. Continue Reading →

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IIAR Best Practice Paper: Agile Analyst Relations

Horst Kuchling, Yvonne Kaupp and Simon Jones (from left to right) German IIAR Chapter

Horst Kuchling, Yvonne Kaupp and Simon Jones (from left to right) German IIAR Chapter

One of the biggest misconceptions about Analyst Relations is that you need megabucks or unlimited budgets in order to succeed. Of course, having the financial muscle to engage with analysts will ultimately get you further – and help drive deeper relationships with your Tier One analysts, but you can also do it on a budget. Continue Reading →

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“How to take on the Digital Wave”

A growing issue for AR pros and their companies is defining what ‘digital’ means. Or, more importantly, understanding how the different industry analyst firms define digital and “digital transformation”. It is certain that digital will “disrupt”, and that more existing businesses will get ‘Uber-ed”, as one of our panellists put it. However what is less clear is just how and where digital transformation will impact existing business models over the next few years, as well as what the opportunities and threats will emerge from digital. How might the AR pro navigate the new digital landscape when briefing and engaging with industry analysts firms? These were just some of the questions posed to a distinguished panel of leading industry analysts at the latest IIAR event hosted at the glamourous Heron Tower on August 13th 2015.

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Aniruddho Mukherjee of the IIAR kicking off the evening with an overview and update on IIAR to its members,whilst Debleena Paul and Neil Pollock also both from the IIAR look on

Is 2015 a tipping point in terms of digital transformation?

The convenor, Debleena Paul, got the ball rolling by asking the panellists whether 2015 is a tipping point in terms of digital transformation. Are digital technologies beginning to bring the kind of disruption that has been promised for some time? Marianne Kolding (Vice President and Executive Sponsor, European Digital Transformation Practice at IDC) responded that it was coming but that it was not there yet. A lot of firms have it on their agenda and are “dabbling”, but change wasn’t happening everywhere. Tim Walters (Co-founder and Principal Analyst at Digital Clarity Group), saw that ‘phase 1’ of the change had occurred, where companies beginning to educate the public about how digital was something that they would need, but that ‘phase 2’, where companies were beginning to think about what they were going to do about it, was only just beginning.

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Pictured, from left to right, Debleena Paul (IIAR), Dominic Trott (PAC), Tom Reuner (HfS), Gerry Brown (Ovum), Tim Walters (DCG), Marianne Kolding (IDC)

Digital transformation can be anything. The first problem is identifying it, says Gerry Brown from Ovum

Very quickly the panellists got to the issue plaguing discussions of digital transformation thus far: What exactly is it? Tom Reuner (Managing Director for IT Outsourcing Research at HfS), thought that digital transformation meant different things to different people. The term was being used by everyone simply as a place holder. Debleena quizzed the panellists on what their definition was – noting how each industry analyst firm seemed to have a different conception of digital transformation.

Digital transformation is a process, not a project, says Marianne Kolding from IDC

Marianne Kolding told the audience that IDC saw digital transformation as where the business model for the company was fundamentally changed. This was both in the way it served its customers but also how its employees operated. For IDC, digital transformation was not just about reconfiguring the front-end but also transforming back office processes. Firms had to build a new way of looking at technology. Digital transformation cannot simply be another project, she argued, it has to be a process. Dominic Trott, (Senior Analyst Digital Business at PAC), told the audience that PAC has two definitions for digital transformation. The first is tackling the front end where the company attempts to build tighter customer interactions but the second is a broader change in culture and mindset in terms of reorganising the business around the needs of the customer.

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Debleena Paul (IIAR) grills Dominic Trott (PAC)

Digital is a wave but has unexpected force, Tim Walters from DCG notes that companies need to understand and react appropriately to the energy

Tim Walters reminded the audience that the kinds and amount of change that companies were undergoing today was not unprecedented. Companies had been subject to similar waves of change through earlier technologies. And like these waves before companies needed to understand and react to the specific energy in the wave. What is different this time, argued Tim, was that whereas in past waves it was the company that led the change, this time around it is the consumer that is empowered; it is the customer that is driving the change.

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Tim Walters and Gerry brown debating the finer points of the digital ecosystem

AR Pro Tip 101 on how to improve a presentation: Ask the analyst what they would find valuable!

The conversation turned to how AR pros might improve the way they present their companies digital transformation strategy to industry analysts. Here, rather than dissensus, there was much agreement. Tom Reuner strongly pushed for companies not to present technologies but “narratives”. Companies needed to come up with narratives which were true for their organisation as they were for the problems experienced by their customers. Rather than standard ‘corporate decks’, Gerry Brown, (Senior Analyst, Customer Engagement in Digital Technology at Ovum), wanted to hear ‘war stories’. This includes what has worked and what hasn’t; the upsides and downsides of the digital transformation strategy. Tim Walters was similarly interested in hearing the ‘process’ by which the company understands their customers’ problems. He was much less interested in companies telling him what they can do, but rather how they were now doing things they couldn’t do before, because a client has a new problem and has asked for it.

Your Point of View!

You’re read what we think. We’d love to hear your point of view on what digital transformation might mean for companies and how AR pros could do a better job of communicating their transformation strategies to industry analysts and others. We’re working on a longer version of this blog post, and would like to incorporate your feedback into a white paper that would be circulated with IIAR members. Let us know your experiences. Add your comments to the blog or email us.

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Event attendees

It wasn’t all digital transformation, however. There was also time for some of the event attendees to enjoy an expert talk on the famous Heron building fish tank! We learnt it was the largest privately owned fish tank in Europe, and the names of quite a few fish too!

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Analyst Relations Manager – Tata Communications – London

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This is a critical role reporting to the Associate Director, Analyst Relations and involves executing the AR plan for the business, both internally and externally, as well as supporting thought leadership and analyst activities in the global arena.

You will also be responsible for ensuring that all internal product, sales and marketing teams are adequately serviced by the Corporate Communications team and that product and segment AR programs and initiatives are effectively executed, within delivery and budget agreements.

Essential skills and experience include:

Understanding of B2B Telco, business and tech space

Understanding of analyst landscape

Excellent inter-personal and communication skills (including writing skills)

Strong analytical skills and high attention to detail

Superior project management skills

Positive, high-energy, integrity, passion

Flexible working style to accommodate a global team, timelines and varying work styles

For a full job description and to apply go to LinkedIn

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[GUEST POST] Five timeless questions about analyst relations

Over the last 12 years, my colleagues and I have run dozens of webinars and telephone conferences to address the most frequently asked questions of analyst relations managers. This week I’ve been running the numbers, looking to see which topics got the most attention. Several of these topics were used more for than one event and, indeed, looking back even to 2003 I can see that some of the topics are timeless. Five thoughts come to mind. Continue Reading →

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