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,…
“A tsunami of paid bilge” is Wired‘s verdict on blogs. Their argument is worth considering: On the one hand, Blogging is so 2004. On the other, blogging is now so professional and high volume that is is less independent and less credible. Certainly, the quality of blogs is highly uneven, but is Twitter, Flickr, Facebook…
Folrose Press has published Industry Analyst Relations – An Extension to PR, a new book on analyst relations by Dr Ralf Leinemann and Duncan Chapple, Lighthouse’s managing director. It’s a step-by-step guide for communication managers who need to develop an AR program. The 108-page large format book retails for £15 (or less) from Amazon and…
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…
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…
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…
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…
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…