• Recent Posts: Influencer Relations

    Your pitch to analysts isn’t just about your solution

    Your pitch to analysts isn’t just about your solution

    In pitches to analysts, there are many conversations going on. At one level, there’s a communication about the business solution. There’s also a conversation about the wider market and about the personal credibility of the participants. Sometimes the slides used in pitches are just excuses for the interaction. The slides are used to assess both the market vision of the firm and the […]

    KPMG pushes out 451 in 2017 Strategy Analyst Firm Awards

    KPMG pushes out 451 in 2017 Strategy Analyst Firm Awards

    For the strategic heavy lifting, executives are reaching out to a very wide range of advisors. Gartner heads up the list when we look at the Analyst Value Survey data to find the analyst firms most valued by people who work on strategy. It creates almost 19% of all the value being produced by analyst services around strategy (If CEB, […]

    Save the date for our Analyst Firm Awards

    Save the date for our Analyst Firm Awards

    This year we’re publishing our analyst firm awards more or less monthly. Please put the dates in your diary. If you’re a subscriber to the Analyst Firm Awards, you can also access a webinar for each of these events, held on the final Thursday or each month. January – Global January 18 – Outstanding reports February 17 – Strategy March 15 – Internet […]

    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 […]

You have to focus on influential analysts even if they are negative or unpleasant

An all too common comment from vendor executives is “That analyst is such a jerk, I don’t want anything to do with him.” Or maybe the executive thinks the analyst is out to get the vendor, an idiot, or just wants to extract money from the vendor. For whatever reason, the executive has decided not to brief or otherwise interact with the analyst because this influential analyst is unpleasant. 

On the other hand, this executive loves to talk with another analyst who is by no stretch of the imagination influential, but is nice, agrees with the executive’s points-of-view, and is just more pleasant.

A critical success factor for your AR program is getting your executives to understand analyst influence and to get on board with a plan to turn around negative or unpleasant analysts instead of just ignoring them.

SageCircle Technique:

  • Refresh your analyst lists to ensure that you know who are truly relevant to your objectives
  • Identify which influential analysts are negative and/or unpleasant and why
  • Develop a long-term plan for each analyst that needs to be turned around
  • Obtain executive buy-in to support the plan, including their time to spend with the analyst
    • Brief the exec on which analysts are considered influential and why
    • Brief the exec on why certain analysts are negative or unpleasant
    • Explain the plan that has been developed for each relevant analyst
    • Request the executive’s support

Bottom Line: One of the key mistakes vendors make is ignoring the influential analysts just because they are unpleasant or are perceived to be overly negative. Ignoring these analysts will not make them less influential or more positive toward you, it will just let a bad situation get worse.

Question: Have you had executives that refused to deal with certain analysts? Why? How were you able to change their minds and start interacting with the analysts?

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One Response

  1. […] post by analyst relations consultant Carter Lusher, entitled You have to focus on influential analysts even if they are negative or unpleasant, totally cracked me up. There are lots of analysts with attitude, but there are also lots of […]

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