• Recent Posts: Influencer Relations

    Fersht: some IIAR award-winners “just tick the boxes”

    Fersht: some IIAR award-winners “just tick the boxes”

    Some of the firms mentioned by the IIAR’s analyst team awards fall short of excellence. That’s the verdict of several hundred analysts who took our Analyst Attitude Survey, and of the CEO of one of the top analyst firms. Phil Fersht left the comment below on our criticism of the IIAR awards. We thought we’d reprint it together with the […]

    Do the IIAR awards simply reward large firms?

    Do the IIAR awards simply reward large firms?

    The 2016 Institute for Industry Analyst Relations’ awards seem to be rewarding firms for the scale of their analyst relations, rather than their quality. In a blog post on July 6th, the IIAR awarded IBM the status of best analyst relations teams, with Cisco, Dell and HP as runners-up. Together with Microsoft, which outsources much of its analyst relations to […]

    Unmaking fruit salad: 6 ways to help analysts segment markets

    Unmaking fruit salad: 6 ways to help analysts segment markets

     It’s a common challenge for providers: some new or fast-changing market contains very different solutions. Clients want either apples or oranges, but the analyst research reads more like fruit salad. As new solutions come into old markets, or as analysts try to squeeze hot new solutions into their less-exciting coverage areas, it’s increasingly hard for users of analyst research to make […]

    Control in Analyst Attitude Surveys

    Control in Analyst Attitude Surveys

    Because a lot of analysts take part in our Analyst Attitude Surveys, we are able to offer clients what we call a control group. In the language of research, a control group is a group of people who don’t get the treatment that we want to measure the effectiveness of. For example, most firms might be focussed on a top tier […]

    Time for a new direction in AR measurement?

    Time for a new direction in AR measurement?

    Worldwide, Analyst Relations teams are committed to fostering the best information exchange, experiences and trusted relationships with tightly-targetted global industry analysts and influencers. Sometimes the targeting is too narrow and analysts are treated inhumanly. However, the technology buying process is transforming and so must the benchmarking of analyst relationships. There’s already a long-term transformation of analyst relations. Over one-third of technology […]

Why an AR measurement program is important

AR Metrics & MeasurementOne of the consistent findings that appears when we conduct an Analyst Relations Diagnostic™ is that more emphasis needs to put on the AR measurement and reporting program. Either the vendor does not have a formal measurement program or little effort is put into an official measurement effort. If you are in this situation here are a few reasons why you should consider implementing a formal AR measurement program: 

  • You can’t manage what you don’t measure
    • Manage the team against the plan
    • Maintain the mix of interactions
    • Focus the effort on your key influential analysts
    • Allocate team and individual resources
  • There is an ongoing need to justify your AR activities
    • Prove ROI
    • Show analyst impact on revenues
    • Demonstrate positive movement on analyst opinion
    • Track team performance against objectives
    • Obtain and maintain executive support
  • On-going intelligence
    • Collect opinions about your company and your competitors
    • Identify problems to be corrected urgently
    • Gather insights on analyst activities
    • Monitor analysts’ unfiltered opinions and perceptions
    • Observe competitor activities

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 operational metrics 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: Are there other reasons why AR should have a formal AR measurement program?

One Response

  1. Carter:

    We find much to agree with in your comments:

    – AR measurement is a critical piece of any well-managed AR program

    – AR measurement is essential to gaining and maintaining strong executive sponsorship

    – AR measurement helps focus operational activities

    Especially today, solid measurement can be used to justify a program’s existence or argue against too deep of funding cuts.

    However, ASG suggests that certain AR measurement activities can not only satisfy these objectives, but dramatically increase the value of AR to the organization while providing substantial cost savings!

    What is required is for AR to demonstrate to the overall marketing organization (as well as to product marketing and product development) that the analysts are, in fact, a micro-population of a firm’s customer base. Measurement of analyst perceptions can provide keen insight regarding how a company is viewed, it’s strengths, weaknesses, and competitive exposure at a cost significantly less than most efforts that seek to gain this tremendously valuable information. Essentially, AR can leverage the analysts’ extensive information-gathering network.

    AR programs should build their measurement programs with the dual focus of demonstrating AR’s ability to efficiently shape market perceptions AND increasing AR’s value through providing critical information at reduced cost. The latter will help AR show that it is not just another line item to be cut in tough times.

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