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  • Recent Posts: Kea SageCircle

    AR Classics: Identifying and Measuring Impact and Influence

    AR Classics: Identifying and Measuring Impact and InfluenceHow can analysts in non-traditional, freemium, analyst firms prove their value, and how should analyst relations professionals respond to their growing impact? Until analysts start to track their impact in the fullest way, they will always be underestimated by suppliers in the high technology and telecommunications industries. Back in 2015, when this was posted, Edelman’s Read more about AR Classics: Identifying and Measuring Impact and Influence[…]

    Investor relations head takes over AR at Tata

    Investor relations head takes over AR at TataThe IIAR is discussing a big surprise: one of the big 3 IT services brands just put its analyst relations (AR) under the control of its head of investor relations (IR). It would be unimaginable in most firms, and perhaps Tata Consultancy Services (TCS) is one of the few firms that can do that well. Tata Sons’ Read more about Investor relations head takes over AR at Tata[…]

    Peter O’Neill joins Kea Company as Research Director

    Peter O’Neill joins Kea Company as Research DirectorLONDON. February 1st 2018 — Longtime industry analyst Peter O’Neill has been appointed Research Director by Kea Company, the world’s largest analyst relations (AR) consultancy. O’Neill was previous research director at Forrester Research, leading the firm’s services for analyst relations professionals as well as research for B2B Marketing professionals.   At Kea Company, O’Neill will Read more about Peter O’Neill joins Kea Company as Research Director[…]

    AR Classics: Barbara French on how to grab an Influential Analyst’s Attention

    AR Classics: Barbara French on how to grab an Influential Analyst’s AttentionBarbara French’s Grab an Influential Analyst’s Attention: 3 Secrets & 4 Tips helps companies to avoid some of the most common errors in analyst relations. We especially appreciated these points in the article. Marketers can use analysts and analyst research to add credibility to their businesses without ever having the analyst specifically endorse their company. Read more about AR Classics: Barbara French on how to grab an Influential Analyst’s Attention[…]

    What research users can learn from analysts’ use of competitors’ analysis

    What research users can learn from analysts’ use of competitors’ analysisFor the first time, Kea Company is making reports from our Leaders Service generally available. The first discusses what research users can learn from analysts’ use of competitors’ analysis Although our Analyst Value Survey reports and Firm Awards exclude many analysts’ responses, this supplementary analysis suggests that many analysts are regular uses of research produced by Read more about What research users can learn from analysts’ use of competitors’ analysis[…]

Rapid Response by AR saves a $35 Million Deal (Case Study)

icon-dollar-euro.jpgThis post is one in a series of case studies on analyst relations teams have worked with their sales colleagues to grow the company’s top line. Readers that have AR-sales stories they would like to turn into case studies are encouraged to contact SageCircle. We will do the work of creating a case study at no charge.

About the Company: The IT vendor in this case study is a $6 billion per year IT professional services and outsourcing company that sells to governments and large corporations. The AR department consisted of one AR director and one AR coordinator.

Situation:  AR was notified by Sales that a bid for a $35m services opportunity never materialized because a major analyst firm had not included the company on the short list. This was puzzling because the AR department had recently developed a good relationship with the analyst in charge of research for this market.

Action:  The AR director did an inquiry with SageCircle to develop an appropriate course of action. After the inquiry, the AR director contacted her colleague in Sales to obtain more information. The underlying cause of the short list exclusion was that the prospect had outsourced several components of the vendor selection process to a major analyst firm’s consulting group. The analyst firm consultant’s job was to create the request for proposal (RFP), set up the vendor short list in collaboration with the client, send the RFP to the selected vendors, and then evaluate the responses. The client was to make the final vendor selection decision based on the work the consultant had done.

The key item found during the investigation was that the analyst firm employee was a consultant not an analyst. A follow-up inquiry with a SageCircle strategist provided the AR director with the critical insight that analyst firm consultants do not always work with the analysts, even though a close relationship between analyst and consultant is often implied when analyst firms sell consulting engagements. Quite often, consultants refer to written research and do not actually talk with analysts, even from their own firm. Exacerbating this situation, consultants often Continue reading

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