• Recent Posts: Influencer Relations

    IDC could flourish after IDG’s sale to Chinese consortium

    IDC could flourish after IDG’s sale to Chinese consortium

    As we predicted in our April Fool’s Joke last year, IDC has been sold as part of a Chinese-led purchase that leaves CEO Kirk Campbell at the helm. IDG Capital will take control of the IDG Ventures; China Oceanwide will control IDG and most of IDC, and an independent trustee will take control of IDC’s High Performance Computing (HPC) practice, […]

    Kea Company acquires UK analyst relations consultancy Active Influence

    Kea Company acquires UK analyst relations consultancy Active Influence

    Merger consolidates Kea Company’s position as world’s largest analyst relations consultancy January 19, 2017. London — Kea Company, the world’s largest analyst relations consultancy, today completed its acquisition of Active Influence. Founded in 2010, Active Influence has helped many of the world’s largest technology companies to gain measurable business benefit from their relationships with analyst firms. Founder Richard East has become […]

    Top ten global analysts: 2016’s outstanding research

    Top ten global analysts: 2016’s outstanding research

    2016 produced some outstanding analyst research. We’ve picked the best articles from each of the world’s ten leading analysts firms, as ranked in the 2017 Analyst Firm Awards. Together they show how diverse analysts’ most compelling content can be, including deep quantitative research into mature markets, like cellphones; pointed competitive insight into corporate changes, like Dell’s integration of EMC, and […]

    IDC overtakes HfS in 2017 global Analyst Firm Awards

    IDC overtakes HfS in 2017 global Analyst Firm Awards

    Gartner and Forrester’s leadership is no surprise, but this year IDC has won back third place in our annual Analyst Firm Awards, pushing HfS Research into a still-impressive fourth place. PAC and Ovum have also risen substantially this year, rounding out the top six. In last year’s awards, we saw that firms that could create business leads for their clients […]

    Analyst Value Survey shows deeper frustration with industry analysts

    Analyst Value Survey shows deeper frustration with industry analysts

    I’ve been in New York this week discussing the Analyst Value Survey with both Kea clients and industry analysts. The 2017 report will be available early in January, but the responses show that many users of analysts’ services are reaching out to more firms than before, and are gathering quite uneven value. Firstly, the good news is that many users […]

How is corporate AR different from product-centric AR? [AR Practitioner Question]

question-mark-graphic.jpgLast week I had lunch with an AR manager at a software company where we had an interesting chat about “corporate” AR. She had always been focused on product-centric outreach and wanted to know what constitutes good corporate AR. That is a great question because most AR teams are focused on products for a good reason, but that means that corporate issues frequently do not get the attention they deserve. This is especially true for larger companies with a diverse portfolio of products and services since the analysts will often not see the forest for the trees.

Because a discussion of corporate AR will require quite a bit of space, I will split it into a variety of articles over the next month or two. The series will include entries on spokespeople, topics, measurement, content, events, campaigns and business value. In this entry I’ll focus on the objectives of corporate AR.
 
The primary objective for corporate AR is to ensure that the analysts understand the big picture about the company. This includes corporate strategy, R&D, M&A, partnerships, brand marketing, and so forth.  In essence you are trying to establish why a customer should develop a strategic relationship with your company as opposed to just purchasing selected products. In theory the big picture will show how the corporate strategy and capabilities enhance the business units’ ability to execute. The big picture should also demonstrate the synergy points between business units. Finally, by giving the analysts a foundation about the big picture, it can give credence to the premise that a bump in the road for one business unit does not constitute a crisis because that business unit can lean on corporate and other business units to get past the bump.
 
I will warn you that most analysts are not interested in the big picture, because they are so focused on the product/service markets they cover. As a consequence, you will have to very persuasive as to why the analyst needs to devote some bandwidth to learning about the corporate story and how it help will them in their primary research coverage.

Bottom Line: Providing the analysts with a solid understanding of the corporate story will give them a better foundation for their work on individual business units or products/services.
 
Question: For AR managers – does your team provide the analysts with a consistent flow of information about corporate issues? For IT buyers – is it important for your analysts to understand how the various parts of your strategic vendors work together? For analysts – do you want corporate story background or does that not interest you? Why?

3 Responses

  1. One of the most interesting questions here is how you measure “strategic” buys, where purchases take place primarily because the customer cares about that big picture view. It’s rare that anyone convincingly demonstrates that it can be shown to drive business in any specific way. That’s another reason few industry analysts want to spend a lot of time on it. Financial analysts, on the other hand, are very sympathetic to this point of view because investors care very much about it, and their behavior is changed by it.

  2. Would there be a specific target audience?

  3. Comment response – Ludovic on Corporate AR

    Posted: 1/21/08

    Hi Lucovic, Great question.

    Vendors
    • Multiple product lines that are very different from each other
    • A strategy of using cross-product/group synergy
    • Analysts that tend to focus on their narrow

    Targeted Analysts
    • Press go-to resource for overall quotes on your company, especially for major news events
    • Senior analyst managers that do research agenda management for a market
    • Product-centric analysts that need to see the connection between the product they cover and the bigger picture
    • Gartner “Lead Analyst” for your company
    • Forrester analyst writing the “Vendor Profile” for your company

Comments are closed.

%d bloggers like this: