• Recent Posts: Influencer Relations

    Fersht: some IIAR award-winners “just tick the boxes”

    Fersht: some IIAR award-winners “just tick the boxes”

    Some of the firms mentioned by the IIAR’s analyst team awards fall short of excellence. That’s the verdict of several hundred analysts who took our Analyst Attitude Survey, and of the CEO of one of the top analyst firms. Phil Fersht left the comment below on our criticism of the IIAR awards. We thought we’d reprint it together with the […]

    Do the IIAR awards simply reward large firms?

    Do the IIAR awards simply reward large firms?

    The 2016 Institute for Industry Analyst Relations’ awards seem to be rewarding firms for the scale of their analyst relations, rather than their quality. In a blog post on July 6th, the IIAR awarded IBM the status of best analyst relations teams, with Cisco, Dell and HP as runners-up. Together with Microsoft, which outsources much of its analyst relations to […]

    Unmaking fruit salad: 6 ways to help analysts segment markets

    Unmaking fruit salad: 6 ways to help analysts segment markets

     It’s a common challenge for providers: some new or fast-changing market contains very different solutions. Clients want either apples or oranges, but the analyst research reads more like fruit salad. As new solutions come into old markets, or as analysts try to squeeze hot new solutions into their less-exciting coverage areas, it’s increasingly hard for users of analyst research to make […]

    Control in Analyst Attitude Surveys

    Control in Analyst Attitude Surveys

    Because a lot of analysts take part in our Analyst Attitude Surveys, we are able to offer clients what we call a control group. In the language of research, a control group is a group of people who don’t get the treatment that we want to measure the effectiveness of. For example, most firms might be focussed on a top tier […]

    Time for a new direction in AR measurement?

    Time for a new direction in AR measurement?

    Worldwide, Analyst Relations teams are committed to fostering the best information exchange, experiences and trusted relationships with tightly-targetted global industry analysts and influencers. Sometimes the targeting is too narrow and analysts are treated inhumanly. However, the technology buying process is transforming and so must the benchmarking of analyst relationships. There’s already a long-term transformation of analyst relations. Over one-third of technology […]

How does one become an analyst? [AR Practitioner Question]

question-mark-graphic.jpgAt a recent client meeting we got an interesting question: How does a person become an analyst? Is there certification? A test?

At this time the requirements for becoming an analyst consist of ownership of a laptop, cell phone, business card and an opinion. A website and / or blog are nice, but not required. There are no educational requirements, no state certifications, no tests to pass, no professional licenses to acquire, no World of Warcraft guilds to join, or secret handshakes to learn. Direct experience as a vendor or end user is not a requirement either as firms hire people straight out of collage and even outside of the tech industry as well.

Obviously, an individual has to be smart and insightful to be successful as an analyst. But to become an analyst one only has to be hired by a firm or hang out one’s own shingle.

While this statement produces chuckles and rolling of eyes in AR training or meetings with clients, there is both a serious issue and a real opportunity for AR teams in this reality. The issue is the amount and type of education – with deep and broad context as well – that an AR team has to provide new analysts who do not have direct experience in the markets they are covering. The opportunity is that vendors that invest appropriate effort into helping new analysts become well educated about a market reap the benefits of relationship building and therefore analysts that potentially buy into the vendor’s perspective.

SageCircle Technique

  • Consider an analyst’s official bio as only the starting point for understanding their experience
  • Reach out to new analysts via inquiry to learn more about their background and direct experience
  • Suggest – diplomatically – to new analysts with little direct experience that your company would be very happy to provide extensively background briefings on the market as well as your company

Bottom Line: Not all analysts start off knowledgeable and experienced in the markets they cover. AR teams that quickly identify new analysts with minimal industry experience can position their companies well with these analysts by proactively investing in the analyst’s education.

Question: Have you ever been surprised by how little a new analyst knows about your market? Were you further surprised by the analyst’s lack of direct experience?

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