• Recent Posts: Influencer Relations

    Saying farewell to David Bradshaw

    Saying farewell to David Bradshaw

    A funeral and celebration for David Bradshaw (shown left in this 2000 Ovum awayday photo, arm raised, with me and other colleagues) is to take place at West Norwood Crematorium, London SE27 at 2.45pm on Tuesday 23rd August and after at the Amba Hotel above London’s Charing Cross Station, on the Strand. David considered that that Ovum in that incarnation was […]

    David Bradshaw 1953-2016

    David Bradshaw 1953-2016

    David Bradshaw, one of the colleagues I worked with during my time as an analyst at Ovum, died on August 11. He led Cloud research in Europe for IDC, whose statement is below. David played a unique role at Ovum, bridging its telecoms and IT groups in the late 1990s by looking at computer-telecoms integration areas like CRM, which I […]

    AR managers are failing with consulting firms

    AR managers are failing with consulting firms

    Reflecting the paradoxical position of many clients, Kea’s Analyst Attitude Survey also goes to a wide range of consultants who play similar roles to analysts and are often employed by analyst firms. The responses to the current survey show that consultants are generally much less happy with their relationships with AR teams than analysts are. The paradox is that as […]

    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 […]

IT managers use analyst inquiry much differently from vendors

One of the sources of disconnect between vendors’ perception of the advisory analysts (e.g., Forrester and Gartner) and the reality is how very differently vendors and end users (usually enterprise IT managers) make use of the phone-based inquiry that comes with annual subscriptions.

IT managers frequently use analyst inquiry to manage the risk of buying a technology product or service. In addition, IT managers will call upon the analysts to give them intelligence and insights when they are negotiating a contract with a vendor. Often this information and advice is provided over many short phone calls touching on very specific topics, e.g., “Vendor X came to present to the team yesterday and said they could…” or “Vendor Y appears to have better support and should I…..” As a consequence, IT managers see the analysts as allies when it comes to making the best purchasing decisions and paying the right price. In fact, many IT managers think that rather than an expense, a Gartner or Forrester contract is an investment because they end up saving so much on their vendor contracts.

Vendors just do not have the same experience with analysts. First, vendor clients of analysts rarely use inquiry with the same frequency as end users. Furthermore, the typically vendor client never calls an advisory analyst to get advice on how to save money on purchase. So for the vendor executive, the only thing s/he sees is an expensive contract that is rarely used and provides no tangible value. No wonder vendor executives are befuddled by why end users continue to sign up for advisory analyst contracts.

We bring this up because a SageCircle strategist was talking to two senior and savvy vendor executives who normally understand the analysts. The executives were completely amazed to hear about how enterprise IT managers use the analysts and the frequency of contact (e.g., over 350,000 phone inquiries in the last four quarters).

SageCircle Technique:

  • AR should brief executives about how end users/IT managers use analyst inquiry and the value they receive
  • Where practical, AR should arrange to have executives talk with analysts about how end users use their analyst contracts

Bottom Line: Vendors that do not understand how enterprise IT managers use advisory analysts for insights into services and product purchases will often not grok the business value of analysts to enterprises.  This lack of understanding could lead AR’s executive sponsors and stakeholders to make suboptimal decisions about the appropriate investment of their time and other resources in AR.

Question: AR – Do you think your executives really understand how the relationship between end users and advisory analysts?

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