• 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 […]

Transitioning to leading-edge AR: It’s in the plan

Analyst Relations PlanningWe have always received requests from directors of top analyst relations (AR) programs to define “World-Class AR.” These directors want to take their programs to the next level and they want to know the elements that characterize strategic AR. They also know that they require a plan for getting there. SageCircle has defined elements of this plan in its research on “The AR Effectiveness Matrix: Stages of AR Maturity, with the “Leading Edge” (Stage 3) representing world class AR. 

However, to provide a comprehensive response to these requests, we developed a 50-page report that is now a core component of the Online SageContentTM Library. In the process, we learned that 1) no one had developed a comprehensive vision yet and, if developed, a 2) comprehensive vision would have to be flexible enough to adapt to AR directors’ specific business needs. SageCircle built in this flexibility by focusing on how AR programs deliver business value to their companies (see Keys for World Class AR box).

pop-out-keys-for-world-class-ar

While the report provides a comprehensive overview of the components that make-up ‘Leading Edge’ AR programs, it leaves open the question: “How do we get there from here? This process is not simple (a “leap over tall buildings in a single bound” project). Rather, achieving ‘Leading Edge’ status requires AR VPs and Directors to develop a high-level roadmap for how they want to grow over the next two to three years. This long-term vision ensures that near-term investments in infrastructure, organization or staffing do not become barriers to next generation ‘Leading Edge’ AR strategies and tools.

 To lay the groundwork for this vision, AR can use its Strategic & Tactical Plan. While the plan primarily focuses on achieving near-term goals, especially sales support, it also includes high-level discussion of future direction and investments. This discussion educates executives on AR’s bottom-line impact, increasing its ability to secure long-term commitments for migrating to the ‘Leading Edge.’ Since many AR VPs and Directors have not been asked to develop a long-term strategic vision or prove AR’s value in the past, a good place to begin might be educating themselves about the issues and techniques.

BTW, here at SageCircle we prefer the terms “best-in-class” or “leading edge” over “world class” because they take into account the different situations that AR programs find themselves in. For example, best-in-class or leading edge labels permits us to look at markets (e.g., software vs. services), maturity (startup vs. mature) and size (a $200m run rate vs. $20 billion). Whereas world class implies the best regardless of circumstances, our labels gives us the flexibility to define the standards different for a global tech behemoth and an emerging technology startup. However, the term “world class” is very common and popular so we use that as well.

SageCircle Technique:

  • Develop a vision for where the AR program will be in two to four years
  • Start incorporating appropriate investments in the AR Strategic & Tactical Plan

Bottom Line: Many AR directors want to evolve their programs to “Leading Edge” status, providing competitive sales advantage to their companies. In order to make the transition to “Leading Edge,” AR programs need to include a long-term vision in their AR Strategic & Tactical Plans.

Question: Are you exclusively focused on the immediate AR activities?

 

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  1. […] Transitioning to leading-edge AR: It’s in the plan […]

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