• 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 […]

AR Measurement – Moving beyond operational metrics

AR Metrics & MeasurementWithin one week, we received inquiries from two different AR-savvy clients about the measurements and metrics they should employ to track activities and benchmark progress against stated goals.  Both clients realized their existing measurement programs – primarily focused on counting AR activities and written research and press quote mentions – were not capturing the full picture of AR activities and effectiveness.  Therefore, the clients were unable to communicate effectively AR’s impact on sales to executives. 

First, before diving into what measurements and metrics to track, clients need to define performance vs. operational metrics.  Performance metrics measure AR’s progress against strategic results such as trends in analyst opinions by market, product, etc. or number of sales opportunities supported by the AR team.  Operational metrics, on the other hand, measure AR’s utilization and productivity against plan.  Some examples include briefings, inquiries, roadshows, summits, etc. and volume of analyst research publications tagged and monitored. 

Second, clients must examine the company’s overall performance goals and then define the AR goals needed to achieve these objectives.  For example, a company-wide performance goal might be to launch successfully two new products that help the vendor become an enterprise-wide player.  A supporting AR goal might be to build market awareness of the new products and the firm’s new status as an enterprise-wide player through hosting a series of ‘new product vendor briefings. 

Third, once clients distinguish between performance and operational metrics and examine their company’s performance and operational goals they should determine the AR performance and operational goals needed to support these objectives.  These will need to be added to the implementation plan for their “Strategic and Tactical Plan (STP).”  The STP plan plots these AR goals on a timeline, detailing the underlying activities required to achieve them. 

For an example of a Strategic and Tactical Plan, Online SageContentTM Library clients should look up The Analyst Relations Strategic and Tactical Plan Outline and Strategic and Tactical Plan Template.  SageCircle Advisory clients are encouraged to schedule an inquiry to discuss the Strategic and Tactical plan process, obtain best practices and plan templates, and arrange for future review sessions on the draft AR plan.

The number of underlying activities reported will be based on targets set in the AR Strategic and Tactical Plan.  For example, if an AR team tells an executive that it conducted 30 briefings in Q1 without comparing this number to the overall target, then it provide little insight into program efficacy.  However, if the AR team reports this number against the target, then it provides valuable insight into execution efficacy.

Fourth, with the AR team goals defined and a plan in place to achieve them, the team now is ready to begin selecting measurements and metrics based on additional considerations such as:

  • Methods for collecting the data (include current applications)-Data should be relatively easy to collect
  • The mix of different metric types-Data should be ‘sliced and diced’ from different angles using varied metrics
  • Reporting results by a balanced scorecard-Data easily should be feed into an balanced scorecard with both performance and operational metrics for effective reporting
  • The process for providing easy-to-read appropriate metrics to executives

To learn more about how SageCircle can help you develop a practical AR measurement and metric program, please contact us at 650-274-8309.

SageCircle Technique:

  • Define performance vs. operational metrics, understanding their distinct goals
  • Capture corporate performance and operational objectives, and determine how AR goals fit into overall company strategy
  • Lay out the AR Strategic & Tactical Plan for achieving AR strategic and operational goals, with supporting activities defined against a timeline
  • Develop an integrated balanced scorecard with distinct metrics for strategic performance and operational excellence, including practical data collection strategies.

Bottom Line: Too often, AR focuses its measurement program on activity tracking, written research, and press quote mentions.  While these metrics are useful, they do not provide a complete picture of AR effectiveness, especially the monetary impact of AR on company’s sales.

Question: Do you have an AR measurement program? If yes, does it distinguish between performance and operational metrics? If yes, is it an integrated part of your overall AR plan?

6 Responses

  1. […] current measurement and metrics to determine whether operationalmetrics are given more emphasis than performance metrics. If yes, refocus the measurement efforts on […]

  2. […] and press quotes). This is never the best approach even in the best of times, as we state in moving beyond operational metrics.   However, during a recession it can be fatal as it sends the message that AR is a boring […]

  3. […] given primary weight in an AR measurement program. Rather AR should develop a program that balances performance and operational metrics within the context of the AR strategic and tactical plan. While more work, this approach will do a […]

  4. […] current measurement and metrics to determine whether operational metrics are given more emphasis than performance metrics. If yes, refocus the measurement efforts on […]

  5. […] current measurement and metrics to determine whether operational metrics are given more emphasis than performance metrics. If yes, refocus the measurement efforts on […]

  6. […] Comments Executives care abou… on AR Measurement – Moving …Bullish China … on Twitter Directory –…Jeremiah Owyang on It’s in the AR plan […]

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