I’ve just been writing a précis of an interesting report contrasting the analyst relations performance of super-sized technology businesses. While the findings are useful for any large $10bn-plus business with
InformationWeek’s Larry Greenemeier and Paul McDougall have written to suggest that the growing contradiction between analyst firm’s obligations to vendors and to buyer is subject to a uncomfortable conspiracy of
Cross-cultural issues loom large in the AR teams of most multinationals, and there is an interesting discussion on whether the German offices of US firms are closer to the German
Dr. Thorsten Wichman, CEO of the Berlecon Research firm in Germany, has something to say about my hypothesis about why analysts’ consulting services are so much more in demand there.
Readership of this blog is continuing to rise, it’s time to take a moment to explain who writes this blog and where we are coming from. In a nutshell, Duncan
Next month I’m lecturing to Sheffield MBA students about the connection between PR and the brand. Businesses that sell to other businesses, like yours probably, have especially deep branding needs.
IBM has, for decades, been one of the best companies at analyst relations in any industry. A major part of the mythology of analyst relations is made up of stories
I think a great way to get more leverage from your analyst portal is to ask analysts what information they would like — not just from your firm but from
