Time to read: 3 minutes

Guest post: Eria Odhuba, analyst relations lead, asks whether company size matters when it comes to conducting an analyst relations programme.

Large or small everyone can make themselves heard

I’ve worked with every size of technology company – from mighty household names to hungry start-ups. While many may differ, the goal is still the same for their AR programmes – they want to ensure they are on the radars of relevant analysts covering their technologies. And, hopefully, fall into conversations analysts have with their clients.

Myth: Vendors must have large budgets to be on the analyst radar

For super large vendors, AR programmes are typically
multi-faceted (especially if different business groups need to
build a story that shows they are fully integrated, and where
the vendor needs to show growth in multiple markets).

More often than not, there are opportunities for numerous engagements with analysts. Occasionally, analysts are writing reports looking at key vendors and they need to keep in touch to ensure they represent the vendor properly. Basically, there are more opportunities to build comprehensive AR programmes that have an impact on the bottom line.

At the other end of the scale are the start-ups

Yikes, where do you start? Actually, you start by first finding out what you’re
passionate about and what problems you are looking to solve. You may not have
the budget larger vendors have. However, you’re doing something interesting
(hopefully) and touching people they probably don’t want to or can’t, and
improving your clients’ lives.

Crucially, you can be mavericks as you don’t have to defend vested interests or fight internal political battles that sometimes happen at more prominent vendors.

Working it

Whether you have large or small resources, certain basic principles apply to an AR programme’s success.

• Do homework on your messaging to make sure you are
  absolutely clear on what problems you are solving and what solutions
  you have to help clients. You really need to make sure there actually is a
  problem you are solving.
• Identify who actually needs your solutions. Ideally
  (if you’re lucky), find out more about their decision-making process to see
  how they use analyst research to select technology solutions.
• Find out which analysts are covering the technology
  solutions you provide. Track their research plans and speaking
  engagements.
• Use multiple communication channels, including social
  media, to amplify your message and get people to follow what you say as you
  drive or contribute to relevant discussions. If you’re a start-up – be
  provocative. You have no time for timidity.
• Take the plunge and speak to the analysts you’ve
  identified.
• Take on board their feedback and make sure they see you
  address any concerns they’ve raised.

So, those are the basics. You really can’t do much more if you’re a smaller vendor simply looking to start engaging with analysts. That is a good start! You just need to be realistic about the frequency of interactions you have and the depth of programmes possible.

If you are a start up with 15-50 employees, you will not have the frequency and depth of engagements a mega vendor has, but you can still make waves. Analysts will speak to you if you accept that they will not promise quarterly updates or publish a report four weeks after meeting you.

Organisational challenges change as you and your budget get bigger

There are more opportunities for competitors to hit back at you. You must show you can continue to grow and defend yourself from all the FUD competitors throw at your clients or prospects.

Now, you can start thinking about more commercial relationships with the analysts—white papers, subscriptions, speaking gigs, or event support. Be sure any feedback is integrated into your internal market intelligence and that sales/marketing teams benefit from the enhanced relationships.

If you’re careful, you will have made sure you’ve used the interactions with analysts to identify who impacts your target market and can help you (without compromising their independence). While respecting the analysts and how they work, you can make better decisions about which paid engagements to plan for and how these help your wider marketing and sales teams to do their jobs more effectively.