If we would receive a free lunch every time a Tech SME owner says “So you are in Analyst Relations, so mainly high-end customers, right?”, we’d be eating for free the rest of our lives. Why is this perception there? Why don’t people see that Analyst Relations is not about how many employees a company has or how high the revenue is. You don’t have to own a big office and be on top of the world (yet). In every stage there is value to be added by communicating with analysts worldwide.
It is all about what you have to offer, and how you can communicate that to the world. It isn’t about what your competition is doing or how big they are in comparison to you. Of course it all relates to one another, but these should not be the reason not to undertake the steps needed to communicate to the outside world via the professional channels. You need to benchmark your vision and product with outsiders who’s job it is to know what is happening in the world. These analysts judge you based on their twenty something years of experience. Yes they can be critical, but that is what you look for in feedback. If you can’t handle that, quit being an entrepreneur.
If you feel that you don’t need any help than that is completely up to you. Personally I don’t think it is about needing help, but leveraging every opportunity you get and about making an extra effort to introduce your company to the world via independent experienced professionals, who know what they are talking about. Yes they are still only human, but we all have our core business and this is how we help each other. Make a 25K reservation in your budget and show the world what you have to offer, you’ll end up saving time and money. Working smart, efficient and listening to others is something anyone can do, not just billion dollar companies.
Recently, there has been a lot of debate on “Bimodal IT” as two of the leading industry analyst firms have proposed diametrically opposite views. Bimodal IT is the practice of managing two separate, coherent modes of IT delivery; one focused on stability and the other on agility.
Welcome back to the second episode of our new podcast series with Duncan Chapple (Managing Partner, Kea Company) and Philip Carter (Chief Analyst, IDC).
As an EMEA chief analyst, Philip has a challenging role, where it is important to think outside the box and beyond the borders.
In this episode Philip will answer a lot of valuable questions including: (more…)
Welcome to our new podcast series with Duncan Chapple (Managing Partner, Kea Company) and Philip Carter (Chief Analyst, IDC).
One of the main topics discussed on the podcast will be digital transformation and what role analyst firms need to play in helping organizations to develop a different sort of user of the sorts of services, the valuable insight that analysts firms are producing. (more…)
You read the headline correctly; Forrester and Gartner should never be considered Tier 1. Yes, yes, Gartner is the industry behemoth, and Forrester is likely the number two firm for enterprise end users, but that does not make them automatically Tier 1 for the purpose of creating a ranked and tiered analyst list.
We’re just concluding all the first round of strategy workshops where clients are using the Analyst Value Survey to refocus their analyst relations efforts for 2016, writes Duncan Chapple. There are some important implications, and especially for companies working in emerging coverage areas where Gartner’s hold seems to be less strong. If you are not familiar with the AVS, check out my short video or for a longer drill-down our recorded webinar.
Kea Company, the global influencer relations consultancy, has announced new team members in Europe including advisory partner Annelieke Nagel, a Gartner and IDC alumnus with 30 years’ experience in the analyst industry and in analyst relations, and Viktoria Reis and Oscar Uvalle who have joined the Kea research team to support the Analyst Attitude Survey and Analyst Value Survey. (more…)