• Recent Posts: Influencer Relations

    IDC could flourish after IDG’s sale to Chinese consortium

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    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 […]

Essential qualities of AR objectives: alignment and measurability

Analyst Relations PlanningSageCircle stresses the need for good strategic planning.  Creating the right objectives is perhaps the most significant aspect to advancing the AR program within your company.  AR objectives must exhibit two qualities: 

  • Direct alignment with overall company goals
  • Measurability

When establishing goals and objectives for the AR program, top-performing teams first focus on determining whether a candidate objective directly aligns with a corporate initiative. For example, many AR programs initially suggest a goal similar to, “Get our executives more involved with the analysts.”  But this goal has no explicit business value.  Why does the program want to increase the visibility of the executives?  In most cases when you review this objective the discussion leads to the understanding that analysts find meetings with executives more memorable and valuable, and messages from executives are considered more reliable.  Having executives meet with the analysts increases the company’s top-of-mind with the analysts, which is one factor that affects analyst recommendations.  The AR goal becomes, “Establish top-of-mind with key analysts covering the xyz market to promote inclusion on short lists”.  Executive meetings are recognized as one tactic for achieving this goal.

The second hurdle for program objectives is measurability. To assess this criterion, effective AR teams attempt to define preliminary metrics that could be used to measure performance against the proposed objective.  If two or three metrics can be identified, then the objective is measurable.  If not, the objective needs to be reshaped.  For example, programs frequently consider an objective like, “Build good relationships with key analysts.”  But how is “good” qualified or measured.  A better objective within the same theme might be, “Become part of the research network for our Tier 1 analysts” which can be measured directly through a Spoken Word Audit (see Online SageContentTM Library article “Metrics – Analyzing the Spoken Word Audit”) or indirectly by examining the mix of inbound/outbound contacts and the nature of the discussions.

SageCircle Technique:

  • Review each AR objective to determine if it is really a tactic or activity masquerading as an objective
  • Ensure that each AR objective has is measureable using practical techniques

Bottom Line: To create executives sponsorship, AR needs to focus on objectives that deliver a business outcome that can be demonstrated.

Question: Do you have a formal measurement program that ties back to AR objectives?

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