Now available! Third edition of Efrem Mallach’s “Win Them Over”

Professor Efrem Mallach PhD literally wrote the book on analyst relations. A quarter of a century ago, Win Them Over was the first book about influencing analysts, consultants and advisors. Building on his experience at Honeywell and as an analyst, Mallach led two analyst relations consultancies, Kensington Group and Lighthouse AR, before joining Kea Company as research director earlier this year.

The expanded third edition of the book is introduced by Ludovic Leforestier, co-founder of the IIAR.

According to the publishers:

WIN THEM OVER was the first guide to corporate programs for influencing consultants and analysts, in 1987. Now in its third edition, Dr Mallach’s landmark book is a unique, step-by-step guide to what really works in building relationships with analysts, consultants and other influential advisors.

This book is a practical guide that gives experienced relationship managers a solid methodology for optimizing effective communications. Win Them Over shows how to make your company easy for analysts and consultants to work with so they’ll recommend you, not a competitor! This 272 page book covers these topics:

  • 1. THE IMPACT OF ADVISORS. The impact of advisors. Who analysts and consultants are. It shows exactly how advisors influence sales. You’ll learn how industry analysts and consultants impact your sales.
  • 2. WHAT ANALYSTS AND CONSULTANTS WANT. This book shows the relationship between the goals and means of an analyst/consultant relations program and the information content that consultants and analysts require. You’ll learn what their “hot buttons” are as well as their emotional “red flags” – so you don’t accidentally hit one when you do something that might perfect for a different public – but might antagonize advisors.
  • 3. INFORMATION CHANNELS FOR REACHING ADVISORS. This book discusses attitude factors with advisors, the inbound value of industry analysts to your firm and the growing importance of the “consultant difference.”
  • 4. PLANNING AND ALIGNMENT. Internally-focused influencer relations activities are the foundation for putting your analyst/consultant relations program in place. This book shows how influencer relations in your organization relies on showing how valuable your program is – and shows you how to prove it.
  • 5. EXECUTING OUTREACH. Professor Mallach goes through everything involved in working with analysts and consultants: planning a program, publicizing it, running it, auditing its effectiveness. This book helps you to assess your program resource requirements and gives you the tools you need to firm up your program timetable. This section also involves a review of real analyst/consultant relations programs.

We have some copies of the first digital printing of the third edition available post-free for $29 (US or Canadian) or €22. The price includes worldwide airmail. To get your copy, just visit paypal and send that amount along with your address to

Duncan Chapple

Duncan Chapple is the preeminent consultant on optimising international analyst relations and the value created by analyst firms. As SageCircle research director, Chapple directs programs that assess and increase the business value of relationships with industry analysts and sourcing advisors.

There are 2 comments on this post
  1. September 06, 2014, 3:10 pm

    […] was delighted to host a Coffee Talk with Win Them Over author Efrem Mallach PhD recently. In the recording, Professor Mallach explains his path into […]

  2. March 06, 2015, 10:36 am

    […] Analysts don’t think it’s their job to help failing spokespeople. Rather than speak up, analysts will often let executives hang themselves with their own rope. That’s the sad story emerging this month, as my colleague Christian and I speak with analysts who look part in the recent Analyst Attitude Survey.  Roughly half of the 150 participants in the survey have volunteered for follow-up calls, and they are especially forthcoming in telling us what’s going wrong in those stressful pitch meetings when providers come in to update analysts on solutions. Trustworthiness, market knowledge and transparency are three of the most important things that analysts are looking for. Sadly, they are often lacking. It might be self-evident that spokespeople should be honest and true when they meet analysts. Analysts are telling us that it’s often not the case. They are able to recognise honesty in many ways, and responsiveness is the clue that the most analysts look for first. Spokespeople often use the classic media relations techniques (control – bridge – sell) to block the analysts’ interests and divert the conversation back to a prepared recital. This actually harms vendors. On the other hand, discussing analysts’ interests shows more than knowledge that providers are respectful, open to questioning and criticism, and prioritise market realities rather than corporate dogma. Many analysts find that spokespeople come with a presentation that has been reused to the point of boredom. Rolling out a well-worn deck is often seen as an attempt to control the conversation and avoid the serious effort involved in understanding individual analysts’ needs. Rather than inform analysts with valuable market insight, they sell the solution to the analyst as if they were a potential buyer or reseller. Rather than specify how customers benefit from solutions to particular business problems, spokespeople bring slides with customer logos and technical diagrams that look anything but unique. One analyst told us that it seems almost taboo to prepare briefings seriously by checking to make sure spokespeople understand the analysts’ information needs. Frustratingly, it’s clear that there is preparation: Many reported how vendors mine analysts’ resumes in order to find commonalities or points for small talk. Very few, however, reported the same effort has been put into anticipating their information needs. Sadly when some spokespeople do review analysts’ work, they might not get the balance right between either accepting or challenging research findings. Not all analysts think the same way. Some want challenge, and others done. Some want focus, and others want breadth. The key to all of this is to understand the analysts. To get a better idea of how to do that, check our Efrem Mallach’s book, Win Them Over. […]