• 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 […]

Planning and Measurement: more than activities, these are essential components of effective AR

SageCircle - connection between planning and measurementTop-performing analyst relations (AR) programs follow a simple model: 

  1. Define the results they want to achieve
  2. Define and execute a set of activities designed to achieve the stated results
  3. Measure progress

This approach not only helps to keep the program focused, it is critical for gaining and maintaining executive sponsorship and support.  Executives do not have time to learn the details and nuances of AR operations. They could care less how many briefings AR performs, how many e-mails were sent, or how many analyst requests the AR team supports. Executives want to know

  1. What are the business-relevant results the AR program will deliver
  2. Does the AR program have a plan (or is it flying by the seat of its pants)
  3. Is the plan reasonable
  4. How will the program prove its impact

Many AR programs lament their lack of strong executive support, yet have not committed the time necessary to develop the key ingredient for executive sponsorship, a pragmatic plan coupled with appropriate performance metrics.

Most AR programs are action-oriented.  Given a set of goals, they are quite capable of defining and executing analyst briefings, e-mail campaigns, and other actions targeted toward achieving business results.  The challenge for most programs lies at the beginning and end of the process: defining appropriate objectives and measuring performance.

SageCircle Technique: 

  • Develop an AR strategic and tactical plan that puts as much emphasis on results definition and measurement strategies as it does on activities
  • Cross-link desired results with the ability to measure progress. If a result cannot be measured then delete or change the desired result
  • Review current measurement and metrics to determine whether operationalmetrics are given more emphasis than performance metrics. If yes, refocus the measurement efforts on performance
  • Develop a multi-level reporting approach in your executive sponsorship program that permits you update executives on a regular basis about your progress on achieving desired outcomes

Bottom Line: Leading-edge analyst relations programs start with planning and measurement to ensure efficient and effective application of AR resources toward generating quantifiable business value. In addition, a pragmatic plan, coupled with appropriate metrics, is critical to gaining and maintaining active executive sponsorship and support. 

Question: Do you have a formal process for generating an AR strategic and tactical plan? How do you

One Response

  1. […] 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 better job of communicating AR’s contribution to the […]

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