Credo
Credo 9: Seven reasons why committment drives AR success, but needs to increase
Our credo series seems topical this month. Analysts turn over in their research areas less frequently than analyst relations professionals, even if they change firms. They have long memories too. If you want to shift analysts’ opinions in your direction, then you need to be committed to a sustained and increasing effort to meet analysts’ […]
23Jan2009 | Lighthouse | 1 comment | ContinuedCredo 8: Careful timing should match influential analysts’ needs
Our Credo series on relationship management fundamentals gets on to the issue of timing this month: it’s an issue that should give some readers quite a few reasons to think. Relationship managers should ensure that the timing used in bringing up issues with analysts has to be determined by the relationship with, and needs of, […]
7Nov2008 | Duncan Chapple | 1 comment | ContinuedCredo 7: Different solutions need different AR approaches
Our Credo series on AR principles comes into the final stretch with our seventh belief: different analyst relations approaches are effective for different ICT solutions, even from the same vendor.
The key variables here are the impact of analysts on the firm’s ability to grow profits, and how prepared each business unit is to support analyst […]
Credo 6: Resources determine AR scope and tempo
Our Credo series on AR principles has to address the most challenging pressure on AR professionals: how to say no to activities with little or no marginal benefit to the organisation. It’s a classic example of the triple contraints: time, cost and scope.
Analyst relations managers increasingly understand the need to tier analysts so that they […]
Credo 5: AR should put analysts’ needs before firm structure
We’re now half-way through our Credo series, which outlines the principles we seek to convince AR managers to share. Our fifth credo is the notion that analyst relations teams should be organized around the information needs of industry analysts, rather than being driven by firm structures.
The first four principles discuss various forms of the alignment […]
Credo 4: Integrate statements into complete messages
Our Credo series continues with the argument that consistency should be a compulsory consideration for analyst relations. Sadly, many firms fail to integrate their claims coherently. As a result, analysts get multiple and inconsistent visions of the corporation from different spokespeople.
Complex businesses suffer most from this pressure. Sadly, those are also the businesses that stress […]
Credo 3.1 - Messages need to stress consistency between past and present
Our monthly series of ‘Credo’ posts aims to summarise some key principles for analyst relations manager. The third Credo stressed the way that messaging has to be both top-down and bottom-up. It’s provoked some off-line discussion that suggests than an on-line clarification will be useful.
Many technology suppliers have an intellectual division of labour that is […]
Credo 3: Accept that messages grow from both the top and the bottom
Messaging develops in two ways: up from the grass-roots experience of the company, and down from the top-level idea. The third assertion in our Credo series is that AR managers have to accept that duality, and understand that it reflects analysts different approaches.
The challenge for the AR professional is to develop consistency, both between the […]
Credo 2: AR is the marketing of ideas to analysts
Analyst relations is a marketing activity, in more ways than one. Analyst relations is normally part of the marketing department of companies. And, if marketing is the process of identifying, anticipating and satisfying consumers’ requirements, then analyst relations is the process of identifying, anticipating and satisfying analysts’ actual needs (and not only their explicit needs, […]
27Nov2007 | Lighthouse | 0 comments | ContinuedCredo 1.1 A case study in aggression
In following on from my first Credo, I have received independent confirmation from an analysts that there is no win from being aggressive. And vendors should be vigilant about finding out how their AR managers and agencies are treating analysts. It’s the old one isn’t it - one satisfied customer has much less impact than […]
8Nov2007 | Lighthouse | 0 comments | Continued
Hi Nancy, in our opinion it's not effective to tier entire firms. We tier individual analysts. The most important analyst ...
Interesting post-of course it depends what industry and geography you are targeting. Do you really consider Datamonitor/Ovum in the ...
I think what has changed is not AR but the fact that social media is a mainstream platform for content/opnion ...
Actually, I wrote my own NDA agreement (in my URL). Smaller vendors, as a rule, are fine with it. Multibillion ...
