• Recent Posts: Influencer Relations

    Your pitch to analysts isn’t just about your solution

    Your pitch to analysts isn’t just about your solution

    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

    For the strategic heavy lifting, executives are reaching out to a very wide range of advisors. Gartner heads up the list when we look at the Analyst Value Survey data to find the analyst firms most valued by people who work on strategy. It creates almost 19% of all the value being produced by analyst services around strategy (If CEB, […]

    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 […]

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

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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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