The Care and Feeding of Industry Analysts
ES Research Group, Inc, July 2007, Pages: 50
The Top 10 Questions The Care and Feeding of Industry Analysts Will Answer For You Include:
1. What are the ten deadly sins NOT to commit when working with an industry analyst firm?
2. What are the typical characteristics of an industry analyst that will enable you to more effectively work with them?
3. As a vendor, when should you be humble and when should you position yourself as an expert?
4. Does subscribing to an analyst's research improve coverage of your products or company?
5. How is a research briefs created and what impact can a vendor have on its content?
6. What are the three highest-level benefits you can enjoy from an effective analyst relations approach?
7. How can you best capitalize on industry analyst "rules of engagement?"
8. Precisely what homework must you do before you brief an analyst?
9. How do vision and ability to execute relate to how an analyst sees your company?
10. During a briefing, how do CEOs, VPs of sales, PR firms and VPs of marketing impact how an analyst sees your company?
Do You Still Need Reasons to Invest in this Report? Okay.
It will:
- Provide you with a clear picture of how analyst firms work and how to best leverage them.
- Enable you to more effectively build relationships with analysts covering your space.
- Educate you on the issues companies face when meeting with and briefing analysts.
- Update you on best-practices relating to analyst relations.
- Prepare you and your team in advance of briefing an analyst, saving you time and money as well as reducing your risk.
- Enable you to see how other companies work with analysts.
- Give you clear, unambiguous advice on the do's and don'ts when building or rebuilding an analyst relations function within your company.
- Provide you with an actual plan used by a company to change their positioning with a leading analyst.
- Include key parts of an analyst's presentation to a group of CMOs and CEOs on how to work more effectively with them.
If you are not currently on an influential analyst's radar screen, it will:
- Provide a starting point so you can advance in the right direction
- Enable you to begin gathering the right information about the analyst to prepare for your first briefing
- Give you insight into what your competitors may be doing
What You Will Receive for Your Investment:
- 50 indexed pages
- Insights and experiences derived from the analyst and vendor perspectives
- Clear, unambiguous advice on how to build an analyst relations strategy
- Authoritative, expert recommendations and detailed courses of action for any size company.
1 Executive Summary
2 The Seven Deadly Sins
2.1 The Nature of the Beast
2.2 Analysis vs. Reporting
2.3 The Seven Deadly Sins
3 Your Objectives
3.1 Validation of Your Claims
3.2 Product Development & Marketing Sounding Board
3.3 Three Common Mistakes
3.4 The RAS Firm as a Medium
4 Knowing the Audience
4.1 The Firm
4.2 Where Do You Start? (For technology companies)
4.3 The Personality of a RAS Firm
4.4 Being a RAS Firm Client
4.5 The Analyst
5 How Research & Advisory Firms Operate:
5.1 Proprietary Research Methodology
5.2 The Rules of Engagement
5.3 The Life Cycle of a Research Document
5.4 Capitalizing on the Rules of Engagement
6 Delivering the Message
6.1 Doing Your Homework
6.2 Dominant Firm Strategy
6.3 Up & Comer Firms
6.4 Presentation Format
6.5 Presentation Style
6.6 Presentation Delivery
6.7 Making the Appointment
6.8 Follow-Up
7 Soliciting Feedback
8 Creating a Closed Loop: Developing & Maintaining an Analyst Relationship
8.1 What to Expect and Demand as a Client
9 What are the Objectives?
9.1 The Usual Reasons
9.2 Influential Reasons
10 Appendix 1 – A Case Study: One Vendor’s Approach
11 Appendix 2 — An Analyst’s Presentation
11.1 Advisory Services
11.2 What an Analyst Needs
11.3 What They Are Not Looking For
11.4 The Ideal Briefing
11.5 Consulting
11.6 Custom Consulting
11.7 Press Relations
12 Index
Managing the analyst relationship is similar to managing a strategic account. It isn’t a one-time transaction, but rather a long-term exercise in relationship building, strategic selling, understanding the culture and philosophy as well as the ongoing needs and requirements of the customer (the analyst) and working toward advancing their business plan, senior management commitment, communications mechanisms, and more. It is important to state that the person responsible for analyst relations should have many of the skills and attributes required for successful strategic account management.
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