• Recent Posts: Kea's research blog

    ‘Influencer relations’ is no longer the best term for B2B relationship marketing

    ‘Influencer relations’ is no longer the best term for B2B relationship marketingWhen our blog changed its name from Analyst Equity to Influencer Relations, we did so to reflect the two-fold role that analyst relations established in integrating communications: enabling relationships with similar business-to-business (B2B) influencers, sourcing advisors and consultants; and developing messages and materials that enable internal capacities like sales, marketing insight and marketing. Many B2B Read more about ‘Influencer relations’ is no longer the best term for B2B relationship marketing[…]

    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[…]
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Forrester buying Jupiter – smart, but not a big deal

There has been commentary in the blogosphere about the larger meaning of Forrester’s acquisition of JupiterResearch. Typically this commentary has focused on points like the analyst industry is consolidating and that major firms are losing relevance and influence in the age of blogs and other social media. It is our opinion that this commentary is wrong and that the acquisition of Jupiter by Forrester does not portend some deep consolidation of the analyst industry due to the rise of the blogosphere, rather it is business as usual. 

To get some perspective, let’s look at a little history of the analyst industry.

Analyst firms have long used acquisitions to fill gaps in coverage and geography or pick up client bases. For example, in the last 15 years since Gartner went public for the second time, it has made over 70 acquisitions to pick up expertise in specialized coverage, get into new markets (e.g., learning software), and to broaden its footprint in Continue reading

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Which acquisitions in the analyst industry were winners or duds?

The Forrester announcement about acquiring JupiterResearch got me thinking about which acquistions in the analyst industry worked and which ones did not. I thought I would call on the collective memory of the analyst ecosystem for the answers.

To help jog your memory here is Gartner Acquisition History (note that this is a selective subset and not a comprehensive list). See Forrester Research Timeline, a history, for some of Forrester’s M&A events. I could not find other lists so leave a comment if you know of other sources of analyst firm acquistions.

To get the ball rolling I’ll give you a couple of examples:

Gartner – Real Decisions (December 1993) – Winner as Real Decisions’ IT benchmarking services complimented the end-user advisory research and was an easy sell for Gartner Sales reps. Too easy as Gartner almost killed the Real Decisions analysts with way too many new clients in the first year.

Gartner – G2R, Inc. (February 1999) – Dud as all G2R analysts had bolted within four months and almost no G2R clients renewed their contracts.

Besides the many, many Gartner acquistions, here are a few other acquistions for you to comment on:

Forrester – Fletcher Research (November 1999)

META – SPEX (July 2000)

In-Stat – MicroDesign Resources (? 2000)

IDC – Meridian Continue reading

UBM buys Informa who bought Datamonitor who bought Ovum who bought…

In a classic “big fish eating a smaller fish eating a smaller fish” scenario, UK-based UBM announced its plan to acquire Informa. Informa earlier acquired Datatmonitor, which had acquired Ovum and Butler. Ovum, of course, had made three rapid fire acquisitions (i.e., RHK, Summit Strategies, Orbys) of its own before Datamonitor acquired it.

These serial acquisitions are distracting to management and analysts alike so research quality and timeliness could suffer.  Also, some analysts will likely think “that’s it” and start developing a personal exit strategy. Because analysts are the core of any firm, anything that could cause them to walk could dramatically impact the relevance of the firm to your AR strategies and analyst lists. Besides the impact on analysts, this latest merger might be the last straw for sales representatives and client service personnel as well.  As a consequence, AR teams need to be proactive in ascertaining potential pitfalls and opportunities this latest industry M&A move might provide.

SageCircle Technique: Steps* to immediately take:

  • Ascertain whether any of your primary analysts might be affected
  • Schedule inquiries with key analysts to Continue reading