• 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 […]

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?

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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