• Recent Posts: Influencer Relations

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    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

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    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 […]

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?

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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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