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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[…]

Gartner surprised by new competitors that steal enterprise clients – Looking ahead to 2010

icon-crystal-ball.jpgThis post is one in a series where SageCircle pulls out the crystal ball and looks ahead to what happens in the analyst ecosystem in 2010. See below for links to all posts in this series.

 Gartner is the dominant player in the analyst market with more than a 40% market share according to information market research firm Outsell, Inc. When it comes to the enterprise technology product and services buyer market (typically IT managers), Gartner extends this dominance to approximately 70% to 75% according to SageCircle estimates. If Gartner continues to execute as it has the last four years it will see its market share grow, even as the total market grows as well.

Gartner has achieved this dominance through both hard work and dumb luck. Hard work as represented by making more than 70 acquisitions since 1994, doubling the sales force since 2004 to nearly 1,000 representatives, and creating mindshare with recurring research deliverables like the Magic Quadrant, Hype Cycle, and Gartner Symposium. The dumb luck comes in the form of competitors that focus on vendors rather than end users, fail to build sales and marketing functions, and/or are complacent to the point of being Gartner’s implicit junior partner even though they have the resources to invest in more effective competition.

While there are no signs that Gartner is going to get lazy or stupid next year, 2010 might see its luck run out when it comes to ineffectual or complacent competition. SageCircle sees firms that bring attitude, business attributes, and wiliness to invest to the game unlike others in the past decade. Some examples include:

  • Altimeter Group – While still tiny, with only four analyst/consultants, Altimeter Group has tremendous enterprise visibility and mindshare due to its principals’ exquisite exploitation of social media, conventional speaking opportunities, press quotes, and client contacts from their Forrester tenures. This market awareness should prove to be a significant lead generator that other more established analyst boutiques can only envy. It has made an important investment by starting to build a sales organization. Its current Achilles’ heel is that it is perceived as mostly a Continue reading
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