There are excellent resources available to assist the AR profession including IIAR but on this side of the briefing table, it seems like that advice is not universally followed. As analysts we get a steady stream of requests for our time and often for a first introduction. I’d say that for the most part this goes well but there are some tips I thought might be worth underscoring to make the briefings effective for you and the analyst. For a lot of you, these might seem obvious but trust me that I wouldn’t write these tips if there weren’t situations where these things occur.
Continue Reading →
Well, almost…. Ovum kindly gave us an exclusive for the video below.
The London event featured “the Patriarch” Gideon Gartner (the founder of Gartner and Giga), superstar Jonathan Yarmis (LinkedIn, ex. AMR and now with Ovum, @jyarmis) and IIAR co-founder and AR extraordinaire David Rossiter (blog, @davidrossiter, LinkedIn, firm). The New Amsterdam event was with Carter Lusher instead of David.
The “fireside chat” is on the IT analyst business, its beginnings and weaknesses in the original model bringing technology and business together over the course of the last 20 years. It contains quite a few really good thoughts provoking issues, including:
- What’s the future of IT analyst firms?
- Is the average age and experience of analysts decreasing?
- Should IT analysts be paid like financial analysts, on results?
- What should be the alternatives to Gartner?
Here are some links to the other videos:
- Welcome to Ovum (3:05) -Mark Meek
- The evolution of the IT analyst industry (17:41) – Jonathan Yarmis with Gideon Gartner and David Rossiter
- Windows 7: The horse and cart of 2009 (13:52) -Jonathan Yarmis
- Collaborative Intelligence in action (4:06) -Ian Charlesworth
- What the pharma industry really needs from IT (10:00) -Chris Phelps with Ian Charlesworth
- What the retail really need (15:18) – Neil Saunders
- Closing words (11:23) – Mark Meek
And finally, do check Ovum’s landing page on AMR: Does the Gartnerization of AMR raise concerns about the future quality of their research?
Other posts on the Gartner Magic Quadrant
- [GUEST POST] Gartner Announces pilot to handle mergers & acquisitions updates for Magic Quadrants
- [GUEST POST] IIAR Webinar: ‘Tis the season for Gartner Methodologies
- IIAR Webinar: Gartner Research Methodologies including the Magic Quadrant
- The IIAR Tragic Quadrant for 2017
- Constellation and the curse of the (not so) magic quadrant
- Do you need to pay Gartner to be in the Magic Quadrant?
- Who’s really shaping the digital future?
- The IIAR “Tragic Quadrant”
- [GUEST POST] Analysts’ Dirty Little Secrets
- Wrap-up: Netscout vs. Gartner re. Magic Quadrant positioning
While Gartner (NYSE:IT) decided to buy out AMR and fill a coverage gap in SCM, with hindsight a strategy hinted in Cannes (well maybe?). The Gartner-AMR deal certainly has caused a bit of a stir, with over 6000 hits in the blogosphere! While I’m on that news item, I must add thatGartner will hosting tomorrow a special AR Webinar on AMR Research acquisition and that in addition of the blogs I list below (read those first: Carter’s, Bob’s and Tony’s entries before) there was a very relevant comment thread started by Merv Adrian and answered by Kate on inquiries.
Most of the respondents of our poll cited Forrester as the best “Second opinion” following this acquisition, so it’s interesting to note that while Gartner kept on its strategy to leverage its research through a deep sales coverage by investing in a key coverage area, Forrester on the other hand decided to expand its role-based research capabilities with capabilities to help IT vendors marketing more efficiently their products via buyers research, analytics, media planning, etc…
Impact for AR:
- While Forrester do have credibility and interesting offerings for marketing professionals and other roles, their product and especially industry coverage remains inconsistent.
- In particular, there have been some questions about replacing the recently departed (not litterally thank god) high-profile analysts such as Ray Wang (blog, Twitter) and Jeremiah Owyang (blog, Twitter).
- However, there are some signs that Forrester analysts may have more flexibility to resume limited coverage of industries.
- AR professionals need to clearly identify the roles analysts write for before engaging with them, as briefing a Forrester analyst does not necessarily align with their goals if they are coverage and end user impact.
Wrap-up of the posts on the Gartner-AMR deal:
- IIAR Blog: Gartner buys AMR -what’s the impact for AR Managers and competitors?
- Analyst Insight: Gartner buys AMR
- Analyst Equity: Gartner & AMR, but in the end its still organic growth vs. the Analyst Cycle
- Sage Circle: Gartner Acquiries AMR Research for $64m
- Technobabble: Gartner buys AMR
- Spend Matters: Gartner to Acquire AMR Research: Supply Chain and Procurement Analyst Game Over?
- ARcade: Gartner Buys AMR: A Tasty Post-Thanksgiving Meal
- Supply Chain Matters: AMR Research Acquired- Will This be a Void in Supply Chain Advisory Coverage?
- ITasITis: AMR clients: action needed!
- MGI Research: Gartner Acquires AMR – A Comment on IT Spending?
The Twitter underworld is in ebullition this afternoon and the West Coast isn’t yet awake: the consolidation mouvement in the IT Analysis Industrys keeps steamrolling, the latest one to be picked up being AMR Research -by Gartner (NYSE:IT):
@iiar: RT @Gartner_inc: Gartner enters into Agreement to Acquire AMR Research, Inc. http://bit.ly/71BFeq
Nothing on the AMR site yet, just this press release on the Gartner web site, with the following facts:
- Price: $64m
- AMR 2009 revenues: $40 million
- Rationale: it’s complementary as one would expect -“AMR Research is expected to expand Gartner’s suite of research offerings and also complement its consulting and events businesses. Moreover, the addition of AMR Research’s experienced sales team should enhance Gartner’s ability to further penetrate the vast market opportunity for syndicated research. The combination is also expected to drive operational efficiencies and cost savings.”
- Product fit: “[AMR] is the market leader for research related to supply chain management, which is inextricably linked to IT and has become a central and growing issue for many organizations. We expect the acquisition to give us immediate presence in this market and the ability to generate substantial synergies by selling AMR Research products to Gartner clients and Gartner products to AMR Research clients. The addition of AMR Research’s team of approximately 40 research analysts and 45 sales executives should enable us to offer expanded resources to our clients and increase our opportunities for growth.”
- Financials: the transaction is expected to be dilutive to EPS by -$0.11 to -$0.09 FY10 ; accretive to EPS by $0.01 to $0.04 in FY11.
Impact for AR Managers:
- Positive: this will broaden the Gartner portfolio and help AMR reaching further geographically and deeper into accounts, leveraging Gartner’s infrastructure and sales
- Negative: this will reduce negotiation levers for IT vendors as well as competition in Applications Software IT research
- Collateral impact: a larger Gartner offering may be a threat for Forrester (NASDAQ:FORR), Ovum-Datamonitor and other IT Analysis Firms as well as an opportunity to fulfill the “alternative opinion” and possibly hire seasonned and connected AMR analysts
Tell us what you think!
AR Managers, how do you see this impacting your role?
Gartner competitors, how do you position yourselves on this?
Take our poll:
- from @bfr3nch: Gartner hosting special AR Webinar on AMR Research acquisition on Dec 3rd: http://analystnews.tekrati.com/firmnews/10500/
- Carter posted a great analysis of this event here -a must read.
The IIAR Certification is a first step in equipping AR Professionals with an independent industry professional certification, definitely a good way to boost a CV.
It’s open to all AR practitioners, free to IIAR members and for a fee to others.
Read more in Peggy’s own post: IIAR Launches Certification for Analyst Relations Managers
Gartner just released the successor (but not a replacement) to the Hype Cycle: the Gartner IT Market Clock
The press release is here: Gartner IT Market Clock
At Gartner’s AR Forum in Orlando last week, guest speaker Joshua Reynolds from Hill & Knowlton gave a presentation about social media trends and analyst relations, and provided some up to date statistics on how AR impacts sales. For those AR managers who didn’t make it to Orlando, Gartner just posted Josh’s presentation at its AR Community page today. Do take a look at Josh’s presentation and take note of the survey of tech buyers and how they use analysts. AR managers will be able to use these statistics with their internal audiences to make the case for analyst relations. http://www.gartner.com/technology/about/ar_community.jsp
Contentious conversation 1 – integrity of analysts and the future of AR
Blog by Tom Bittman from Gartner: A Rant – My Integrity as an Analyst
Summary: Gartner analyst angry that he has to justify his integrity
My view: Edelman trust barometer consistently shows that over the past few years analysts are the most trusted
Key comments: Vinnie Mirchandani questioning whether Gartner’s reliance on large vendor subscriptions means that their reports are truly representative Continue Reading →
Last week IIAR hosted a call with AR professionals about sharing best practices for managing the Forrester Wave. The IIAR last month published a paper about the Wave, which outlined common best practices in dealing with this high profile research report. Forrester is also in the middle of reviewing changes to the methodology, although it has signaled it doesn’t expect major changes this go around.
Curious to get other AR managers’ thoughts on the Wave. What has been your experience, and do you have any best practices you want to share?
For IIAR members, the IIAR Best Practice Paper is available on our extranet > Managing the Forrester Wave
London, 1 October 2009: Today, the Institute of Industry Analyst Relations (IIAR) is announcing its Analyst Relations Certification examination, the first independently administered qualification for analyst relations (AR) professional.
The examination is aimed at encouraging AR managers to master best practices, analyst protocol, and basic knowledge of the industry.
AR professionals who take the examination, which consists of a multiple choice test on a wide range of topics related to the discipline and execution of analyst relations, are deemed “certified” by the IIAR. The test is administered by the IIAR and is open to both members and non-members. The fee is £100 for non-members and includes the opportunity for one retake if candidates initially fail the test. The exam is free for IIAR members.
In addition, the AR Certification examination will form the foundation level for an Advanced AR Certification, which is currently under development. The Advanced AR Certification is aimed at AR professionals with four or more years of experience, and assessment will be based on length of service, proven track record and contribution to the enhancement of analyst relations as a profession.
Peggy O’Neill, Board Member of the IIAR, said “We’re excited to be launching the AR Certification examination, which for the first time provides AR professionals with an opportunity to demonstrate their industry experience and knowledge through an independently administered qualification.”
Kathy Nottingham, Director of Industry Analyst Relations for Lawson Software, and the first analyst relations professional to be certified by the IIAR, commented “Industry certification is good for analyst relations professionals as individuals and as a group. While each AR role is unique, the practice of AR has evolved to a point where we have established proven best practices. The IIAR has developed an AR certification test that validates a baseline of AR knowledge and expertise.”
For further information and to view sample questions, please click here.
About the IIAR
Established in April 2006, the Institute of Industry Analyst Relations is a non-profit organisation dedicated to raising industry awareness of the value of analyst relations, promoting and sharing best practice in AR, enhancing communications between vendors and analyst firms, and providing opportunities for AR professionals to meet and network with their industry peers. For further information, visit www.analystrelations.org.
Tomorrow, we’ll be holding our regular discussion group call, and this month the topic is ‘Managing the Forrester Wave’. The session will be led by Peggy O’Neill, who recently authored a white paper for the IIAR on this subject. IIAR members who would like to join the discussion, please contact IIAR Secretary, Hannah Kirkman. Details of upcoming events can be found on the events calendar.
Jeff Mann from Gartner has posted an interesting account on How Gartner Symposium Happens.
While it won’t be new news to seasonned AR professionals, it should still be worked in your AR plan to time key tactics and ensure your key analysts understand your company positioning and roadmap before they’re on stage.
Question: what do you get if you combine the analyst of the year (Ray Wang), the analyst blogger of the year and author of Groundswell: Winning in a World Transformed by Social Technologies (Charlene Li), the most influential social media analyst (Jeremiah Owyang) and the previous lead of the Social Media Lab at Proctor & Gamble in one analyst firm?
Ever since Charlene jumped the ship and setup Altimeter her mission has been to focus less upon future trends to a more pragmatic customer-focused model. She explains:
Instead of worrying about the next wave of technology, focus on what your customers are using – or not using yet.
I was fortunate enough to have a conversation with Jeremiah to understand what the future brings…
What is Altimeter Group?
We are a company that focused on emerging technologies. Whereas yesteryear people looked at faxes and mobiles – now the focus is social media. Now the big disrupter is social. Change is coming at an increased pace but companies don’t have a policy to respond. Altimeter aims to help companies by evaluating technologies, identify key players and let people test in a safe setting.
The future of business requires a holistic approach to adapting and integrating emerging technologies.
Are you an analyst house?
We are not an analyst firm – we are consultants. This is because an analyst is someone who has a research agenda. Instead we would like to have a few select relationships with clients and guide them through this process.
What are you each going to cover?
Ray mentioned specifically that he is:
Looking at bridging today’s world of enterprise apps with the E2.0 world of connected business platforms
What’s unique to Altimeter Group?
One of our key announcements is The Hanger
Physical and virtual spaces to facilitate experimentation
I think this is a great idea as it will enable that testing station in a safe environment to evaluate the most appropriate technology for a client. Surely this is better than installing it, paying thousands on consultancy support only to find it was the wrong thing to do.
How do you hope to remain as influential now that you have left Forrester?
It’s quite interesting to see that I have already lost quite a few subscriptions from my blog after I left. Some people value the Forrester brand over mine. However, what I am after is to seek fewer relationships more in a deeper capacity. I want to have long term relationships with clients
What type of customers will you be targeting?
Primarily these will be large brands. However, we would also expect a small set of clients to be vendors who want help with their product. The percentage split will still be more end users./brands vs. vendors. The priority will always be to help the buyers first.
You are all based in the US – any thoughts of having a more global reach – or does this not matter as social media enables global communities?
If things go well, we will go where our clients are but no plans yet.
There are two major impacts on this announcement.
The first is understanding how the business model has changed. Jeremiah positions his company via an analogy of a general contractor for a building project. What they want to do is ensure that the blueprints and plans are right before anything is built. I like this model as it is far more pragmatic for buyers.
From an AR point of view, the main difference is that they are not analysts.
They are not out to replace Forrester. In fact, what they are set to do is complement analyst thinking. They are a small company based in the US that is not out to compete against Forrester think it is a moot point in the whole definition game of ‘what is an analyst’ – the key thing to remember from an AR perspective is that they are influencers in the buying process and must be respected and engaged with as such.
End note: This post was meant to be published at 5pm UK when the embargo was lifted. However, seeing as this has now been broken and Ray Wang has given permission for it to go early, this has now been posted.
London, 25 August 2009: The Institute of Industry Analyst Relations (IIAR) today named Ray Wang, most recently Vice President, Principal Analyst with Forrester Research Inc., as its Analyst of the Year for the second year running. Ray was nominated by a global survey of 137 analyst relations professionals. Runners up for the title were Jon Collins of Freeform Dynamics and David Mitchell of Ovum. Jon Collins of Freeform Dynamics was voted the EMEA Analyst of the Year. Perhaps unsurprisingly, given an industry-wide retrenchment in IT research spending, the traditional global analyst firms performed very strongly this year. Gartner, Forrester Research and IDC were ranked first, second and third respectively in the Analyst Firm of the Year category. The three firms were also highly rated in terms of their importance, achieving top three places in five of the nine industry segments. Nevertheless, boutique firms and specialists, particularly those based in Europe, also managed to hold their own in a tough economic environment. Freeform Dynamics, RedMonk and Quocirca all appeared in the top five Analyst Firm of the Year in EMEA, and their analysts scored highly in terms of importance in SMB, developer/IT Pro and Software, and green IT/sustainability, respectively. What do AR professionals most value when working with analysts? In addition to knowledge and market insight, flexibility in approach, responsiveness and willingness to listen all scored highly. “At a time when vendors are having to evaluate carefully where they should invest their limited funds, it is refreshing to see best-of-class analysts receiving recognition for the value they deliver.” said Jonny Bentwood, Board Member for the IIAR. “Now, more than ever before, analysts have to prove their tangible worth and those that provide independence, integrity, flexibility and deep industry knowledge of their specific areas are being recognised as true partners for vendors and IT buyers.”
Commenting on his award, Ray Wang said: “It’s a great honour to be recognised by the IIAR, especially in a year where clients challenge analysts to provide more actionable and personalised advice. As we rely more on social media tools to improve client delivery and outreach, I’m often reminded not to forget the other part of the equation – building strong relationships. In fact, the best AR pro’s I work with master the art of fostering strong relationships and understand that art often trumps science when dealing with people.”
A full list of the winners can be found at http://blog.analystrelations.org.
Duncan Chapple from Lighthouse AR has posted on his blog the following entry: Datamonitor, Ovum & Butler cohabitation makes AR easier (Analyst Equity).
Overall, I would say the reactions were very postive, juste tempered by a “wait and see” attitude towards whether they will execute efficiently. This is my personal take on some of the reactions and by no means an IIAR position or the aggregation of all the present members opinions. We can’t say too much as we’re bound by an NDA, but here are my thoughts -for what they’re worth.
Still personally, I think this goes in the right direction and if they they execute it correctly, we will end up with:
- one single point of contact for the commercial aspects
- unified deliverables formats and research agendas
- no more duplication in coverage areas
It’s all too easy to assume that by briefing the lead analyst on a vendor or on a coverage area, your job as AR professional is done.
While some firms have robust sharing practices, such as repositories for presentations and vendor briefing teams that check which other analysts may be interested in a briefing, you can’t rely on those for the following reasons.
- You know best what you’re trying to say.
Vendor briefings follow the firms’ coverage model, and it usually works. However, you might want to brief some analysts in a “new” area, as you’re about to launch a new product or respond to new trends. Think for instance of Cisco entering the servers market, Oracle launching apps for the iPhone, etc…
- Politics hinder the information flow Some topics breach the usual silos within analyst firms and as a result you need to brief several analysts. In an ideal world, we would all be working in happy-family-like-companies and all work together towards achieving the highest customer satisfaction. However, some analysts may not view positively others stepping on their coverage area while others may not spontaneously and proactively share the information. It’s not only job protection, it’s also the fact that they tend to have incredibly busy schedules, with some targeted to produce over 15 notes per year, in addition to the briefings, the sales calls, the events and the customer engagements.
- Metrics can prevent analysts from collaborating
The way people are incented can also play a role. In some firms analysts get more brownie points for notes they write solo (which is IMHO as perverse as incentives for long notes). So, do make sure you tell everyone what you’re up to to facilitate collaboration (but don’t force it).
- The coverage model may not work for what you’re trying to say
For instance, if your are doing AR for some products that are not part of a firm’s coverage map but may impact the edges of some analysts’ interest areas. There are also firms that have decided to cover “roles”, which can mean that they won’t effectively cover industries. In those cases, try to find a theme that’s of interest to some analysts or propose vertical case studies to horizontal analysts.
Key learning point: look further than the “obvious” analysts, remember your job is to sell ideas and not everyone’s buying off plans!
(Our thanks go to Steve Keifer for writing this appreciation of Larry De’Ath, who died this time last year. Steve outlines Larry’s views on analyst relations, which were always notable. I first came across Larry in 1999, when he was at Merant, but really got to know him in 2004 after he joined GXS. It’s a pleasure to bring his insight to a wider audience.)
Last April, Larry De’Ath, a good friend and colleague of mine passed away. I had the opportunity to work with Larry for a little over four years during his time at GXS. Larry had a number of things he was extremely passionate about – the RIM Blackberry device; drinking Diet Coke; golf trips to Thailand; Chinese history and culture; and most importantly, his two daughters. But at work his passion was concentrated on analyst relations. Before I met Larry I had never really given much thought to the function of Analyst Relations (AR). To me, it was just one of those things that the Public Relations(PR) team did in addition to their core purposes of issuing news releases, seeking media coverage and shaping public opinions about the firm. But to Larry, AR was the most important aspect of corporate communications.
It is amazing how when you meet someone who is very passionate about a particular hobby, subject or career, how that person’s enthusiasm can shape your opinions as well. Such was the case with AR and Larry. Through my work with Larry, I gained a newfound appreciation for the complexities of AR. And I learned how someone who is highly skilled in the AR trade can generate significantly higher ROI from analyst firms and broader market influence. AR is really about building relationships with people and attempting to influence their thinking on topics relevant to your company. I think one of the keys to Larry’s effectiveness with AR was the fact that he held sales roles earlier in his career. As a result, he had strong relationship building skills and he knew how to sell ideas.
Having had one year to reflect on the lessons I learned from Larry, I decided to put together a Top 10 list of the Best Practices in AR he advocated. My list is below, but I would encourage those of you who knew Larry personally to add your own comments as well.
#1 – Separate the research function from the relationship function
There are two primary functions related to analysts within technology vendors. One function is primarily inbound and research-oriented, focused on reviewing secondary market research for the purposes of competitive analysis, market sizing and SWOT analysis. The other is primarily outbound and relationship-oriented, focused on briefing analysts on new product releases; corporate strategy and customer case studies. Larry believed that although the two functions were closely related and interdependent, there was also a logical segmentation between the two. The process of analyzing the research and supporting inquiries from within the organization can be quite time-consuming, handicapping the ability to perform important outreach activities. Consequently, Larry always recommended a clear division between the responsibilities so as to avoid any competing priorities.
#2 – Centralized management of corporate communications programs
Larry believed in centralized management of AR out of global headquarters. Even regional activities local to Europe, Asia and Latin America, he thought should be coordinated centrally. In fact, Larry advocated that not only PR and AR, but also Investor Relations (IR) should be owned by one group. However, for public companies, Larry recognized that IR functions require a direct reporting relationship to the CFO to be credible. The benefit of centralization was to ensure consistency and mitigate the risk of mistakes. Larry also believed that maintaining relationships with analysts was a key function that should not delegated to an outside firm. Consequently, he frowned upon the use of specialized, external agencies.
#3 – You can never have too many people at an analyst briefing
Larry viewed the role of the AR manager as a facilitator. His job was not to be the expert on every aspect of the company’s products, customers, financials and strategy. Instead, he viewed his role as providing analysts with access to the most knowledgeable subject matter experts for various disciplines. He was not afraid to ask for time commitments from executives to ensure that each and every question an analyst had during a formal briefing could be adequately addressed. Consequently, it was not uncommon for Larry to gather ten or more people in the room for an important briefing with a single Gartner, Forrester or AMR analyst.
#4- Invest strategically in Tier 2 research firms
Many marketing executives are tempted to concentrate all analyst focus on the top 4 firms (Gartner, Forrester, IDC and AMR). However, Larry always sought to diversify his spend. He would reserve a healthy percentage of his budget to fund other analysts he viewed as strategic, even if they did not have the brand name, reputation or reach of the Tier 1s. For example, Larry was a strong advocate of firms such as Yankee Group and Current Analysis. One of the key benefits Larry advocated in working with Tier 2-3 firms was the flexibility they could offer for custom market research, joint public relations and contracted marketing services.
#5 – Demand high-performance from the analyst account teams
Larry took his role very seriously and expected those supporting him to have an equivalent level of commitment. If he believed he was not receiving adequate service Larry would not hesitate to escalate his concerns until the issues were resolved or a new point of contact was assigned. Many vendors are reluctant to complain about poor service from the client managers at the analyst firms for fear of negatively impacting vendor reviews. However, Larry understood the analyst firms well enough to know that their primary concern was client satisfaction.
#6 – Understand what is important to the analyst both professionally and personally
Larry would make a point to understand how analysts were measured and what flexibility they had to work with vendors. He would then focus on ways he could help the analyst meet their targets for research publications or end-user client inquiries. Not only did Larry understand the professional motivations of the analysts he worked with, but he understood their personal ambitions as well. For example, he could tell you whether the analyst was planning to have any kids; whether they were planning to have surgery; or whether they were planning to buy a second home on the beach. Sometimes he would call analysts with no particular reason other than just to say hello.
#7 – Shape the marketing programs budget to benefit AR
Most executives recognize the importance of maintaining good-relationships with a group of key influencers in the purchasing process is known. However, they are also cautious about committing too much budget to AR functions. Larry was always creative in finding ways to supplement the core spend levels he maintained for research and advisory services. One of the strategies I always admired was how he was able to leverage other marketing programs budget to effectively increase the total spend he committed to key firms. For example, Larry would use analysts to judge customer awards programs; facilitate customer advisory councils; and present at executive planning sessions.
#8 – Advocate for the analysts internally within your organization
Larry recognized that the AR professional’s job was not only to advocate for his company with the analysts, but also to advocate for the analysts within his company. Larry would hunt down customer references to ensure that his analysts had adequate end-user engagement. He would proactively engage product managers to obtain pre-briefings for analysts on new product launches. If an analyst was visiting headquarters for an on-site briefing, he would schedule a 1-hour briefing that anyone on the management team could attend. All of these activities helped to increase the visibility of analysts within the company and supported efforts to justify continued investments in the AR programs.
#9 – Get executive face time
Larry believed strongly in providing one-on-one interactions between analysts and the CEO, CFO, CTO and other key executives. This practice was a win-win scenario for the AR group. The analyst valued the privileged access they were being provided to top level management. And the executives enjoyed hearing both positive and negative feedback from the analyst firm. The C-level sponsorship often resulted in much greater level of attention being applied to the issues, risks and challenges identified by the analyst. As a result, Larry could then follow up with the analyst to demonstrate how their feedback was taken seriously.
#10 – Treat vendor evaluations like a multi-million dollar RFP response
Larry placed an incredible amount of energy and focus towards vendor evaluations such as the Gartner Magic Quadrant and the Forrester Wave. He understood clearly the link between strong performance in analyst rankings and the competitiveness of the sales team in major accounts. Poor placement on the Magic Quadrant or Wave could result in being excluded from RFPs from major clients. Conversely, strong placement in the Leaders category along with advocacy from the leading analyst covering a technology segment, could be a key factor in winning large deals with multi-national customers.
I first need to start this post with an apology to Merv, as I’ve kept calling him Adrian -it’s probably that it sounded more like a first name than Merv to my little French brain. So, apologies Adrian Merv!
Anyway, Merv started a poll on should AR Provide Soft Copies of Briefing Content? and asked me to relay this. I thought the question is interesting.
I always send the decks in PDF, because it’s a more open format than .ppt or .pptx -an old habit I got at IBM since no one could read Freelance decks. It’s also much smaller, which avoids getting flame mails from analysts on the move -I know this shows my age by I remember a conversation with an analyst stuck in Italy and trying to download 1 meg email (it was a lot of bytes a the time) over a 32 bauds connection. Even if the ubiquity of WiFi changed quite a lot of things (including removing the need to travel with screwdrivers to connect to telephone socket in Italian hotels…), sending an 8 MB deck isn’t well received by analysts who travel a lot. Oh, and I always send them in advance to let the analyst prepare, ask him/her if she/he has specific questions and suggest my spokespersons to frame the briefing and plan for 20-40 mn of content per 60 mn slot to avoid death-by-Powerpoint. Obviously, some spokespersons don’t comply and that’s the life of an AR manager 🙁
Merv also mentions that AR like the fact PDF can’t be changed, that’s also a point: it’s easier to send the PDF and then if the analyst needs a graphic, let him/her request it and then make sure that it’s employed correctly. Briefing decks aren’t always checked by Legal, etc, and AR needs to make sure anything can be reused. PDF’ing a deck also removes the speaker notes, which are often not in synch or updated with new decks and my contain unwanted information.
This leaves the problem of making notes on a deck, in electronic format that is. Annotating a PDF using the full-Acrobat is a good solution but some comments on Merv’s post point that analysts like to past a deck structure into a word processor and start draft a research note this way.
But what about webcasts?
Turning the problem the other way around, why don’t the analyst provide their research as a Wiki that can be updated, where you could see different contributions including vendor reviews? There would be many issues associated with this idea but I thought it’s worth a debate?
Today the IIAR published my Best Practice Paper titled: “Managing the Gartner Magic Quadrant: a tool for analyst relations managers.” The paper is free for all IIAR members and can be found in the Library section of the IIAR extranet. In it, I discuss and give recommendations on the key stages of the Magic Quadrant and how to ensure you and your team are as prepared as you can be when the process begins; how to build internal support and manage expectations with your stakeholders; building the relationship with the relevant Gartner analyst; and providing customer references.
After I agreed to write an IIAR whitepaper about managing the Gartner MQ process I soon discovered that everyone has an opinion, in many cases an emotional one. In addition, I realised that the paper needed a focus or otherwise it could have easily been turned into a book. I will admit that I was selfish, that what guided me through the research and writing process was the question: what would have helped me in past situations working with the senior management at vendors? In the end, I aimed to create a pragmatic and useable document with sections that can be cut and pasted.
There’s so many people to thank for providing their insights and time. Moving forward I would like to keep writing about topics related to the MQs. I would welcome your comments, suggestions and stories (even under NDA).
IIAR members can read the full paper here > http://my.hdle.it/7601816
Related post: Gartner engages in debates on their blog
Those of us fortunate enough to be able to attend* yesterday’s IIAR Forum enjoyed a treat.
Ed Gyurko presented the latest IIAR whitepaper on Magic Quadrant submissions (available from Monday, free of charge to members). It will prove immensely useful to those who have to work on the seminal Gartner reports.
Following Ed was David Taylor who spoke about the IIAR’s plans for AR accreditation. These are really starting to take shape. David and the group he’s been working with deserve a lot of thanks for their hard work to date. There’s more that still needs to be done – but it’s definitely getting there and that’s very exciting.
And then we had the third highlight of the meeting – a spirited and informative debate with analysts from three firms that are focused on the IT services market: Kate Hanaghan of Bathwick, John Willmott from NelsonHall and Puni Rajah of TechMarketView (who was joined by her colleague Anthony Miller).
There are some clear differences between the three firms but all three are in agreement: relationships with clients are the key for success in the next 12 months. There was also consensus that good analyst firms would survive but there would be casualties among those unable to demonstrate the value they deliver.
While all three acknowledged the difficulties of doing business in the current market, TechMarketView was very upbeat about the future. Puni and Anthony are predicting that the overall analyst market will grow in size over the next year (and as a result, there will be more demand for AR people). It will be nice if those predictions come true.
There was plenty more discussion and our hour was quickly over. If you couldn’t make it, then I’m sorry. You did miss a really good meeting.
Finally, thanks to our analyst speakers for coming along and taking part in an absolutely fascinating debate.
* Attendees came from a wide range of companies including Accenture, BT, Capgemini, Cisco, CSC, CustomerClix, Edelman, HCL, Hill & Knowlton, Logicalis, Nortel, Oracle, Prasada, Richmond Green, Sunesis, Weber Shandwick and Zeus.