Credo 8: Careful timing should match influential analysts’ needs

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[…]

Credo 7: Different solutions need different AR approaches

Our Credo series on AR principles comes into the final stretch with our seventh belief: different analyst relations approaches are effective for different ICT solutions, even from the same vendor. The key variables here are the impact of analysts on the firm’s ability to grow profits, and how prepared each business unit is to support Read more about Credo 7: Different solutions need different AR approaches[…]

Credo 6: Resources determine AR scope and tempo

Our Credo series on AR principles has to address the most challenging pressure on AR professionals: how to say no to activities with little or no marginal benefit to the organisation. It’s a classic example of the triple contraints: time, cost and scope. Analyst relations managers increasingly understand the need to tier analysts so that Read more about Credo 6: Resources determine AR scope and tempo[…]

Credo 5: AR should put analysts’ needs before firm structure

We’re now half-way through our Credo series, which outlines the principles we seek to convince AR managers to share. Our fifth credo is the notion that analyst relations teams should be organized around the information needs of industry analysts, rather than being driven by firm structures. The first four principles discuss various forms of the Read more about Credo 5: AR should put analysts’ needs before firm structure[…]

Credo 4: Integrate statements into complete messages

Our Credo series continues with the argument that consistency should be a compulsory consideration for analyst relations. Sadly, many firms fail to integrate their claims coherently. As a result, analysts get multiple and inconsistent visions of the corporation from different spokespeople. Complex businesses suffer most from this pressure. Sadly, those are also the businesses that Read more about Credo 4: Integrate statements into complete messages[…]

Credo 3.1 – Messages need to stress consistency between past and present

Our monthly series of ‘Credo’ posts aims to summarise some key principles for analyst relations manager. The third Credo stressed the way that messaging has to be both top-down and bottom-up. It’s provoked some off-line discussion that suggests than an on-line clarification will be useful. Many technology suppliers have an intellectual division of labour that Read more about Credo 3.1 – Messages need to stress consistency between past and present[…]

Credo 3: Accept that messages grow from both the top and the bottom

Messaging develops in two ways: up from the grass-roots experience of the company, and down from the top-level idea. The third assertion in our Credo series is that AR managers have to accept that duality, and understand that it reflects analysts different approaches. The challenge for the AR professional is to develop consistency, both between Read more about Credo 3: Accept that messages grow from both the top and the bottom[…]

Credo 2: AR is the marketing of ideas to analysts

Analyst relations is a marketing activity, in more ways than one. Analyst relations is normally part of the marketing department of companies. And, if marketing is the process of identifying, anticipating and satisfying consumers’ requirements, then analyst relations is the process of identifying, anticipating and satisfying analysts’ actual needs (and not only their explicit needs, Read more about Credo 2: AR is the marketing of ideas to analysts[…]

Credo 1.1 A case study in aggression

In following on from my first Credo, I have received independent confirmation from an analysts that there is no win from being aggressive. And vendors should be vigilant about finding out how their AR managers and agencies are treating analysts. It’s the old one isn’t it – one satisfied customer has much less impact than Read more about Credo 1.1 A case study in aggression[…]

Credo 1. AR should be co-operative

Over the weeks since Gartner’s Symposium we’ve been comparing some of the conclusions from our IDEAL Audits, which allow AR managers to see the strengths and weaknesses of their AR activities. We’ve developed a Credo as a result; a list of core principles that we feel AR professionals should subscribe to. The first is the Read more about Credo 1. AR should be co-operative[…]