• Recent Posts: Influencer Relations

    Saying farewell to David Bradshaw

    Saying farewell to David Bradshaw

    A funeral and celebration for David Bradshaw (shown left in this 2000 Ovum awayday photo, arm raised, with me and other colleagues) is to take place at West Norwood Crematorium, London SE27 at 2.45pm on Tuesday 23rd August and after at the Amba Hotel above London’s Charing Cross Station, on the Strand. David considered that that Ovum in that incarnation was […]

    David Bradshaw 1953-2016

    David Bradshaw 1953-2016

    David Bradshaw, one of the colleagues I worked with during my time as an analyst at Ovum, died on August 11. He led Cloud research in Europe for IDC, whose statement is below. David played a unique role at Ovum, bridging its telecoms and IT groups in the late 1990s by looking at computer-telecoms integration areas like CRM, which I […]

    AR managers are failing with consulting firms

    AR managers are failing with consulting firms

    Reflecting the paradoxical position of many clients, Kea’s Analyst Attitude Survey also goes to a wide range of consultants who play similar roles to analysts and are often employed by analyst firms. The responses to the current survey show that consultants are generally much less happy with their relationships with AR teams than analysts are. The paradox is that as […]

    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 […]

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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