Time to read: 3 minutes
Eria Odhuba, Head of AR, goes deep into the influencer mix.
Remember this line from Morpheus: “This is your last chance. After this, there is no turning back. You take the blue pill – the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill – you stay in Wonderland and I show you how deep the rabbit-hole goes.”
In the good old days when I started off in the tech industry, we’d just begun to move away from floppy discs, computers booted up really slowly (at least mine did), mobile phones multi-tasked as house bricks, social media didn’t exist, and organisations that wanted to get an idea of what technology to buy read industry analyst reports – sometimes, very long reports. I should know, because I wrote a few of them.
The role of analysts as THE primary third-party influencers was clear, and they really played an excellent role guiding organisations through complex decision-making processes regarding IT.
Fast forward to today, and while industry analysts still play a major role, they are not the only party in town. At the end of last year I went to an event at which industry analysts were joined by technology journalists (as expected), management consultants, bloggers, storytellers and academics driving student meet-ups.
All these influencers play a huge role in testing messages, driving conversations and amplifying what is great about a vendor’s technology. And they do this across multiple platforms – check out this blog post by our very own Marc Duke on the science of influencer marketing on how to deal with this complexity.
So how do you drive analyst relations programmes given the different influencers making their mark in the industry?
Well, fundamentally, how you view industry analysts should not change (see my white paper on how organisations can ensure AR delivers to the bottom line). Analysts are not irrelevant or losing their influence (just look at their increasing revenues). It is just that AR programmes need to take account of wider influencer relations activities, and organisations just have to be very clear what they want to get out of their engagements with analysts versus the other types of influencers.
So analysts still produce reports for those that want them, but even they have changed the way they get information out to a wider audiences (i.e. those that don’t have subscription seats). Analysts write their own blogs, interact with other industry bloggers, host webinars (many of them free), and speak at or run their own events. And, as I saw at the event, they pretty much know all the relevant journalists in their research areas and happily have drinks with them.
The crucial thing is that the core messages you deliver to industry analysts should be consistent to other influencers and across all the platforms (sure, you may give analysts some information under NDA). Ultimately the intermingling of various influencer types means it is easier to get caught out if your strategy or messages have holes in them.
Mapping this matrix of influencers, messages and engagement takes time and, more importantly, needs executive sponsorship. Board-level buy-in is necessary to develop the consistency in messaging to all influencers despite the engagement models with each, and it also means more employees are willing to take ownership of contributing to the developments of great relationships with influencers – including industry analysts.
Considerations for balancing AR programmes with wider influencer marketing or PR strategies:
- Focus on the core messages you want to deliver to ALL influencers, but tailor the delivery to match the different types of influencer;
- Point analysts to great work that other influencers may have produced (e.g. academics may have some data that would be useful to analysts as they build a picture of market trends and technology barriers/uptake);
- Identify the analysts relevant to you that use social media:
- read their blog posts and contribute to discussions they have started (sometimes, the exchanges are worth more than a 60 minute briefing);
- follow them on Twitter and comment on their posts etc;
- If you’ve connected with an analyst, make sure you also connect on LinkedIn and follow their posts – opportunities to commend them, comment or refer to others then become possible – just don’t use this as a platform to sell!
- THEN – use the picture you have built of analysts on social media to plan for and engage with them as part of the briefing / consultative process – bring all the various strands together but remain focused on the consistent message you are trying to deliver to them;
- Think about the conversations you have had with industry analysts – how can the information shared be used to drive engagements with other influencers? If you’ve used an analyst for message-testing, get that message out to customers and drive conversations with other influencers so they can amplify or provide feedback from an even wider audience.
Your plan should be to get industry analysts, technology journalists, management consultants, bloggers, storytellers and academics all telling your story – the way you want it.
So, why reference to the movie, The Matrix?
Blue pill = you have a very narrow view of industry analysts – just brief them, see them as people who simply churn out reports or pay expensive subscriptions to access reports which, while valuable, may not be balanced with output from the wider influencer audience.
Red pill = you start to do all the above and realise you are just beginning a journey that will spin faster and faster. This requires a new way of managing the various influencers and measuring the impact each has on sales or market perception, and figuring out how AR can drive engagements with analysts so that the final output is a consistent message that resonates in the market – and across all the influencers.
Which pill do you want to take?