Mark Reed-Edwards found the perfect timing, right after ARInsights‘ forum in Boston, to ask me about the misunderstandings and options within analyst relations. In the first of two ‘Confessions of a Marketer‘ podcasts with Mark, I explain the roots of the pay to play myth: that all analysts will say better things about you if Read more about Confessions of an analyst relations consultant[…]
The KeaCircle and Analyst Firm Awards, which we’ll present at the Analyst Relations Value Forum on Thursday, will highlight the stunning dynamism of both analyst relations and of the analyst industry itself. Traditional megavendors are not longer at the leading edge for analysts relations, and clients of major analysts firms have more alternatives and are Read more about How AWS, HERE & Huawei overtook the megavendors[…]
The size and significance of different analyst firms’ share of revenue are among the longest-standing disagreements in analyst relations. Broad measures of the market, such as those shared by Gartner with its investors, are several times larger than conservative estimates from firms like KCG. Our view is that these disagreements will not be resolved and Read more about Warning: Don’t use guesstimates of analyst firms’ revenue[…]
Users of analyst services are surprisingly canny. In many situations, where people over-rate what they have chosen in the past and undervalue other options. Academics call that confirmation bias. The Analyst Value Survey shows that users of analyst services are even able to score free research above the research they pay for That is an Read more about Analysts’ subscribers can get less value than non-subscribers[…]
Do vendors pay analysts to say what they want them to say? Not normally. Vendor support for the analyst community is substantial: many obtain more revenue from vendors than from users. Most analyst houses cannot have their opinions bought, but few have clear policies to help explain it. Uncritical research stands out sharply and will often Read more about Five ethics policies for analyst firms[…]
Corporations pay technology analysts $15 billion a year for unbiased technology research. But many common analyst practices look suspiciously like conflicts of interest. By Christopher Koch For many business executives, technology analysts are the consiglieres of the Fortune 1000. These trusted advisers seem like the voices of objectivity, offering unbiased wisdom about the endless outpouring Read more about AR Classics: Why corporations pay technology analysts $15 billion a year[…]
Christian Hampel, a researcher from the Psychologische Institut Mainz, and I have a totally new analyst relations strategy. Since February, we have been developing and testing some ideas from social psychology in conversations with industry analysts, AR people and a range of academic researchers. Each of our four strategies is designed for companies in different Read more about Four psychological strategies for analyst relations[…]
Our credo series seems topical this month. Analysts turn over in their research areas less frequently than analyst relations professionals, even if they change firms. They have long memories too. If you want to shift analysts’ opinions in your direction, then you need to be committed to a sustained and increasing effort to meet analysts’ Read more about Credo 9: Seven reasons why committment drives AR success, but needs to increase[…]
Many AR professionals are planning for recession right now. Lighthouse’s assessment remains that we’ll see a very uneven dip, with recession in some of the western economies being balanced by growth in developing markets. The growing value of the US dollar is engineered by overseas national banks to constrict US exports, thus opening the field Read more about Planning IDEAL relationships in an uneven recession[…]
Our Credo series on relationship management fundamentals gets on to the issue of timing this month: it’s an issue that should give some readers quite a few reasons to think. Relationship managers should ensure that the timing used in bringing up issues with analysts has to be determined by the relationship with, and needs of, Read more about Credo 8: Careful timing should match influential analysts’ needs[…]