Analyst Relations Risk Management

1. ANALYST RELATIONS RISK MANAGEMENT
KEA COMPANY WEBINAR – STARTING SOON

2. ANALYST RELATIONS RISK MANAGEMENT
 Speakers: introduce yourselves!
 Duncan Chapple (Kea Company, Standing in for Steve Loudermilk)
 Richard East (Active Influence, IBM)
 Stacey Alexander (CIO Executive Council; Gartner; Sage Circle)
 Goal: end within 45 minutes. Key information within 30.

3. WHAT DOWE MEAN BY RISK MANAGEMENT?
Are there likely risks that could have a
substantial impact on our market?
Which should we prioritize?
What policies and strategies are needed

4. WHAT IS THE AVS ANDWHAT RISKS ARE SHOWN?
Analyst firms
 Dislocation between where vendors invest and
where buyers use
 New influencers are not all ‘on the radar’ for
vendors
Thought leadership mismatch
 Vendors and buyers are preoccupied by some
different issues.

5. Deloitte Hackett
Bloor Research
Nucleus Research
CEB/TowerGroup
Towers Watson
KPMG
BI Intelligence
Aberdeen Group
Enterprise Strategy GroupIHS
IHS Markit
451 Group
Analysys Mason
Constellation Research
Ventana
Gartner
Forrester Research
HfS Research
Datamonitor
Everest Group
NelsonHall
BARC
Sirius Decisions
IDC
ARC AdvisoryCXP Group
Pierre Audoin Consultants
Novarica
RedMonk
Saugatuck
ABI Research
Frost & Sullivan
Ovum
ISG
Altimeter Research
Experton Group
Celent
Alsbridge
Current Analysis
Canalys
Strategy Analytics
Technology Business Research
TechMarketView
Kable
1
10
100
1 10 100
Below the line: Supplier-centric.Above the line: more demand-centric

6. SOME FIRMS’ SUBSCRIBERS ARE HEAVILY OFF-BALANCE
Much more on the demand side
 Enterprise Management Associates
 Deloitte
 Hackett
 Bloor Research
 Nucleus Research
 CEB/TowerGroup
 TowersWatson
 KPMG
 BI Intelligence
Much more on the supply side
 Experton Group
 Celent
 Alsbridge
 Current Analysis
 Canalys
 Strategy Analytics
 Technology Business Research
 TechMarketView
 Kable

7. NEW FIRMS ON THE RADAR
PwC
EY
PA Consulting
Blue Hill Research
G2 Crowd
Crisp Research
Technology Evaluation Centers
Enderle
IDATE
Diginomica
Wikibon GSMA Intelligence
Lünendonk
VDC Research
Nemertes Research
Apps Run The World
BMI-TechKnowledge
Verdantix
LNS
VentureBeat
Heavy Reading
Aecus
capioIT
1
10
100
1 10 100
Above the line: more profile with the demand side

8. SOME FIRMS SEEM TO SERVE ONLY ONE MARKET
Demand-side focussed risers
 VDC Research
 AdExchanger
 Africa Analysis
 Source for Consulting
 LNS
 VentureBeat
 Arab Advisors Group
 IBS
 Blue Hill Research
 Signals
Supply-side focussed risers
 Diginomica
 Lünendonk
 Apps RunTheWorld
 Aecus
 capioIT
 Freeform Dynamics
 TABB Group
 Computer Economics
 IT Central Station
 NSS Labs

9. FROM THOUGHT LEADERSHIP TO CLOSING THE SALE
Cloud Communications
Telecoms Services
Channels
Electronics
Telecoms Network Architecture
Printing
Mobile
Telecoms Equipment
Analyst Relations
Microsoft
Networks
HP
Cloud Platforms
Unified Communications
IT Services
Virtualization
Broadcasting & Cable
Data Integration
Content Marketing
Security & Privacy
Fraud Detection
Wireless
Cloud Infrastructure
Software
Cloud Applications
Internet of Things
Platform as a Service
Marketing
Windows
Enterprise Applications
Geographic Information SystemLocation/Mapping
Mergers & Acquisitions
Automation/RPA
Broadband
Strategy
Application Development
Analytics
Social
Total Cost of Ownership
IBM
Application Infrastructure
Outsourcing
Risk, Governance & Compliance
Internet Applications
Languages & Operating Systems
CRM & Customer ServiceDigital Commerce
Big Data
Open Source
Small/Medium Business
Consumer Technology
Business Intelligence
BPM
I don’t read or ask for any analyst re
Law & Policy
Process Management
Business Process
Human Capital Management
E-Commerce
Database Management
IT Administration
Programmatic Advertising
Computer Equipment
Publishing0
10
20
30
40
50
60
0 5 10 15 20 25 30 35 40 45 50
Above the line: more important to the supply side

10. DEMAND-SIDE WANTS RESEARCHWITH A DIFFERENT FOCUS
More important to demand-side
 Law & Policy
 Process Management
 Business Process
 Human Capital Management
 E-Commerce
 Database Management
 IT Administration
 Programmatic Advertising
 Computer Equipment
 Publishing
More important to supply-side
 Cloud Communications
 Telecoms Services
 Channels
 Electronics
 Telecoms Network Architecture
 Printing
 Mobile
 Telecoms Equipment
 Analyst Relations

11. DEVELOPING A STRATEGY
 AR has to regularly revisit targets
 How many analysts have you discovered this year?
 How many analysts have left their beats?
 How is your assessment of analysts’ future performance shaping up
 AR is often over-comfortable about what they think they know
 Is your AR plan aligned to the marketing plan?
 Target customers and roles
 Is AR aligned with corporate goals?
 Is there a corporate message that’s been carried through in each conversation?
 How to spot the risks

12. HOWTO COUNTER THE RISKS
 Using insight from sales, customers and the AVS to see which analysts are rising or falling in importance
 Use customer events
 see how clients are using different analysts services
 why they select particular firms.
 Understanding if there are new topics
 Annually, at least, review analysts together with positioning and market trends
 Survey analysts and customers to see if the message is getting across and how attitudes are shifting

13. DEVELOPING A PLAN
 Develop plans for responding to possible risks when they mature
 Build understanding of analysts in advance to get top-down buy-in for later crisis communications
 Should you take a long time to turn around a hostile Gartner analyst, or mobilise other analysts to mitigate their
impact?
 Who are the right people to use with analysts?
 Personal rapport matters
 The great value of apology and flattery
 What measurements help lay the foundations: not just the numbers of briefings:Actions versus results.
 Track opinions, articles and interactions in CRM tools like ARchitect Express.
 Written word audits; spoken word audits and attitude surveys
 Risk strategy

14. TACTICAL SENSE
 No need to go frontally on the assault
 Relationships can be soured for a long time, certainly until the protagonists have left
 Sales people are your ears and eyes
 Don’t blame the messenger
 Always to encouraging sales people to ask who they use and who they trust
 You need leverage: give sales people value if you want their feedback
 Sales needs tools to be able to speak consistently: approved quotes; context from research; insight on which research to highlight or
counter; what resources to access internally
 If you can help people meet their goals,AR gets more support

15. OUR KEY THREETAKE-AWAYS: HOWTO GET GOING EASILY
 Duncan Chapple Take the AnalystValue Survey to see more of the results at AnalystValueSurvey.com
 Richard East Revisit the market plans for the services and products to see if the analysts are right
 Stacey Alexander Get analyst insight and research to sales quickly, with the verbage they need to be able to
use it, so they can win more clients faster (market intelligence team can help)

16. QUESTIONS?
ANSWERS

17. FIND OUT MORE
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