• 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 […]

Developing Strong and Active Executive Sponsorships is a Planning Priority

Analyst Relations PlanningIf AR teams truly have the sponsorship of senior executives, why do they struggle for resources, organizational cooperation, executive participation in AR initiatives, and other critical issues? The reality is that AR teams probably have a tepid endorsement from their management rather than true executive sponsorship.

 SageCircle defines executive sponsorship as taking an active part in establishing AR goals and priorities, providing the resources necessary to achieving the agreed upon goals, explicitly communicating the importance of AR to the company, providing timely support when an internal organizational hurdle prevents the achievement of goals, and making themselves available as spokespeople with analysts. The key theme is active participation.

An important element of a sponsorship program is status reporting, because it helps to maintain the active participation of the executive. The purpose of status reporting is to:

  • Maintain AR’s top-of-mind presence with executives
  • Eliminate surprises about operational or strategic issues that could prevent the achievement of the agreed upon goals
  • Alert executives to issues requiring attention and support

Topics covered by status reporting cover both results and issues. Status reporting balances consistent touches without impinging on the executives’ time. Components of status reporting include:

  • Monthly one to two page e-mails
  • Quarterly 30-minute updates
  • Semi-annual 90-minute reviews

Working for active executive sponsorship should become a part of creating the AR strategic & tactical plan. Having an executive sponsorship program does require some effort on AR’s part and the scheduling of regular meetings, which need to be incorporated into the AR plan.  However, the payback of real executive endorsement is Continue reading

Defining “executive sponsorship”

n: Executive sponsorship is a formal program where executives take an active part in establishing AR goals and priorities, providing the resources necessary to achieving the agreed upon goals, explicitly communicating the importance of AR to the company, providing timely support when an internal organizational hurdle prevents the achievement of goals and making themselves available as spokespeople with analysts.

The key theme is active participation.

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