ARcade » Analyst Relations Guidelines Weblog maintained by Hill+Knowlton Strategies\' global Analyst Relations team. Wed, 30 Nov 2011 02:40:13 +0000 en hourly 1 Mobile Device Market Driving Analyst Relations Interest in Asia Pacific Region Wed, 04 Nov 2009 19:49:41 +0000 Myrna Van Pelt Hi I’m Myrna Van Pelt, Head of Analyst Relations in the Asia Pacific region. I’m excited to join my colleagues on ARcade and present our view of the industry from our specific geographic viewpoint. My first post is about the excitement surrounding the wireless device market.

 APAC is a fascinating market, the pace of growth continues to defy all forecasts. Emerging markets such as India and China continue to confound with the sheer growth spikes as adoption of mobiles and specifically smartphones becomes more widespread. Surprisingly too, there’s an explosion of growth in emerging markets such as Indonesia as smartphones start to become the choice of device for youth as opposed to the traditional enterprise buyer, a shift clearly being driven by the huge popularity of the Facebook market and a social media-hungry user base.

Of late, the H&K AR team in APAC has experienced strong growth from clients for planning and execution of analyst relations. We have been working closely with mobile device manufacturers whose reach is expanding into the EMEA, UK and the US markets. Conversely, we’re also working with multinationals in the UK and EMEA regions who want to reach out to the Asia Pacific region so the parallel growth of these two areas is a strong driver for the growth of our practice.

This is good news and indicates that mobile device manufacturers are well and truly on the way to sharing their success and challenges in the market with a keen and attentive analyst community. There’s a leap of faith being shown in the process of analyst relations by those APAC markets who are starting to recognise that analysts can help to shift their position in the consideration set, and drive improved market capitalisation by raising awareness of their brand with this influential pool of thinkers.

Research firms in this region that are particularly well-recognised for their telco expertise include Ovum who has a formidable arsenal of analysts including the much quoted David Kennedy. Gartner’s well-respected mobility expert Robin Simpson is a much called-upon favourite for incisive analysis on all aspects of the mobile ecosystem.

Further, there’s evident growth with some of the firms such as Frost & Sullivan who are establishing a strong ICT footprint in the region and hiring a number of new analysts, including ex-Gartner staff to grow their research teams. Craig Baty, known to almost every vendor across the region, is now the global head of ICT based out of Sydney and brings both credibility and strength to the revitalised F&S operations in this region.

But back to mobile devices; it will be intriguing to watch the impact of smartphone penetration unfold across the mobile sector, both at the regional and the global level. Helping brands to navigate their way into the hearts and minds of the analysts will become increasingly important for these device manufacturers as adoption of smartphones starts to accelerate across all regions. H&K is at the forefront in driving outcomes for those clients. We are the only analyst relations firm in this market that has invested in fully fledged seats with the key research firms. This allows us to gather insight and critical market intel for those vendors wanting to take their place on the global stage. It’s an exciting time, and an exciting market. We’ll have much more to report on ARcade so watch this space!


]]> 0
Social media in AR: private melds with public Sun, 28 Oct 2007 23:21:00 +0000 Dominic Pannell I was surprised today when Carter Lusher became my ‘friend’ on Facebook.

Surprised, and slightly concerned because Carter is AR Director at HP Corporate and the main contributor to the HP’s Corporate AR blog, whereas my profile on Facebook is distinctly unprofessional – to set the scene, my profile photo has me dressed as Father Christmas and the most recent ‘stories’ are that I have been ‘cuddled’ and ‘drunk dialled’ by other friends (both of whom I have met and consider to be good friends in the real world, since you ask).

Thankfully, Carter asked me a couple of questions, which allowed me to explain myself. He asked me how I was getting on with Facebook and whether I have managed to weave social media into my work.

My answer was rather long and Carter suggested I post a version of it on ARcade, so here goes:

I’ve been a member of various online communities for about a dozen years, from when I lived in Sweden (1995-1997). I have met many of my closest friends through sites like Shortcut (Swedish language community for young professionals) and Last Thursday (an irreverent place that is currently down for maintenance).

I’m a member of most of the big communities, from Bebo (started by my friend Paul Birch together with his brother Michael and Michael’s wife Xochi) and Dopplr on the fun side to Xing and LinkedIn on the professional front, but I treat them very differently. Much like my (and Carter’s) personal/professional blogs, I consider it appropriate to express myself according to the channel. You won’t find me writing about AR on Facebook, I prefer to leave that to places like ARcade and the IIAR. On Facebook and my personal blog, you’ll read about my exploits at Santacon and, at Christmas time, about volunteering for the homeless charity Crisis, both of which I’m passionate about, but there just isn’t a strong link to work (although I did persuade two colleagues to dress up as Santa last year).

Not long back, I took part in a discussion with the great and the good within H&K and argued that folk should be allowed to access Facebook, etc. on their work PCs. My position is that if we’re not on these sites, we’re lagging behind the competition and that’s professional suicide in PR. The only way to keep up to speed is to experiment. It’s also the best way to find out what’s useful and what’s not – am I the only person who can’t see the point of Me.dium?

Social media is changing business and personally I feel that companies that take policy decisions not to even comment on blogs or engage with social media are myopic and in time it will cost them dearly (even if they can be very useful – we create them for clients and for internal use – an email newsletter is like sooooo 1993!).

Conversely, I’m really pleased that Carter, already a prolific and talented blogger outside work, has started an AR blog – he’s a leading light in AR and practitioners can learn a lot from his posts. Moreover, by engaging in the online conversations, HP will benefit by understanding changes that are affecting the analyst community.

I saw how online communities transformed business life in Sweden, which is several years ahead of most other countries in this space – wait and see what happens to the US and the rest of the world now that we’re catching up.

Social media/the web will force existing unwieldy institutions to adapt or die – witness the Creative Commons, of which I’m a big fan. All mainstream IP systems are creaking at the seams and the Internet is speeding up the process.

Have I managed to weave Facebook into my work? No. My reply to Carter was the first time I’ve ever used it in anything like a professional capacity. Do I use social media in my work? All the time. From Twitter to Cogenz, I’m constantly connected, constantly scanning the web and testing new tools and it makes me and the rest of the H&K AR team better at what we do. We also have access to and use H&K’s proprietary tools.

It’s not surprising that I’m such an advocate, having worked on Language Army and Friends Abroad, both of which base their successful business models on community. I have also guest lectured on social media at Warwick University.

Oh, and to prove my geeky credentials once and for all, I haven’t had a TV for years as I prefer surfing the net to goggling the box.

In short, I’m quite happy to be Carter’s friend on Facebook, as long as he doesn’t expect me to do anything sensible on there.

Top tip: If you’re ever travelling to the Bay area, ask Carter for a restaurant suggestion. I did and can guarantee you won’t be disappointed.

Disclaimer: HP is a client.

]]> 6
The Fox and the Hound: Forrester’s AR advisory service Thu, 30 Aug 2007 15:33:00 +0000 Joshua Reynolds Much has already been said about Forrester’s recently launched Analyst Relations advisory service.  Even so, it appears to have generated more buzz internally with Forrester analysts than with tech buyers, as a few analysts have privately expressed concern that such a service “muddies the waters” of client service. (This suggests that perhaps a little more internal communication re: this program is warranted at Forrester.)

Hill & Knowlton’s US and European teams were first briefed on this service and the thinking behind back in May 2007.  It appears to be a well-intentioned service offering primarily designed to help tech vendors increase the ROI from their Forrester research subscriptions.  Services such as best practices for analysts’ preferred communications mediums and protocols are useful, as is the ability to brainstorm some creative ways of collaborating with analysts or getting a glimpse into some common best practices.

But beware: learning AR from an analyst is a little like taking lessons in fox-hunting from a fox.  An analyst firm would be self-interested, certainly, in helping a tech vendor see more value in their subscription.  And the analyst firm would also be self-interested in making sure the vendor engages in AR in a way that’s most beneficial to the analyst firm.

In other words, you probably aren’t going to learn top tips for evangelizing an analyst who’s not in your corner, minimizing the market impact of an analyst who appears to be intractably biased towards your competition, or cost-saving alternatives to an expensive consulting day.  You’re not going to get tips for minimizing your research spend, nor will you get an unbiased view as to which analysts impact your business most (especially when it comes to comparing analysts from other firms).

This is not to pick on Forrester. Other firms have tried similar approaches in the past, with mixed success.  And the logic here applies equally to Gartner and IDC as it does to Forrester.

But to the young, inexperienced AR practitioner, this offer from Forrester might look at first blush like a wonderful tutorial in all things in AR. But it’s more like the first half of the Fox & the Hound story where the two critters play together as youngsters, learn from each other, but eventually have to grow up.  Eventually, an experienced AR practitioner has to learn a few tricks that the fox doesn’t know, or else that hound will never be able to hunt properly.

Last observation: Forrester sales reps should be careful not to position this AR advisory program as a upsell channel or a way for Forrester to make more money.  H&K knows Forrester management does not see this as an additional revenue stream, but some of the marketing material and sales commentary might suggest otherwise.  As any tech marketer worth their salt knows, the minute you start charging extra to teach your customers how to use your product, customers get skeptical–and rightfully so.  And with Forrester’s credibility doing so well these days, it would be a shame to set it back with over-aggressive sales and marketing.

]]> 2
Gartner Quarterly Analyst Relations Call Tue, 03 Jul 2007 16:41:00 +0000 Melissa Grant On Wednesday, June 20th Gartner held their quarterly analyst relations call on the topic of “Get the Most Out of Your Relationship with Gartner.”  Similar content was presented at the AR Forum at Spring Symposium and could easily be titled “don’t waste our time and we won’t waste yours.” 
Analyst Gareth Herschel presented Gartner’s best practices for analyst
interactions, focused primarily on vendor briefings.  While several of
Gartner’s recommendations are rendered near-impossible by the very
structure of the firm, there were quite a few important take-aways from
the call.

Gartner emphasized that a compelling and useful vendor briefing should:

  • Inform the analyst of an available solution that addresses market needs and current client problems.
  • Indicate to the analyst when they should be talking about your product and when they should not.
  • Focus on strategic intent; explain how this solution, product,
    partnership or vision furthers your company’s business and technology
  • Present REAL differentiators; if you are the best in the market, back
    it up with numbers, otherwise the only true differentiators are things
    your company can claim that no one else can.

In support of these goals, and to make analysts’ lives easier, Gartner reminds vendors to ensure that they:

  • Give a frame of reference for where the spokesperson/solution fits in the company in the form of a short overview.
  • Provide timeframes, updated product roadmaps and go-to-market strategy.
  • Create decks that have no more than 20 SPH (slides per hour) although appendixes with detailed information are welcome.
  • Ask which other analysts would be interested; internal information sharing is somewhat informal.
  • Plan briefings far in advance; quarterly update briefings and product announcements.

last recommendation brings us to the challenges presented by Gartner
itself in achieving the vendor briefing perfection that this call
sought to guide AR specialists towards; namely, dealing with the Vendor
Briefings (VB) organization.  Participants on the call posed questions
about how to schedule briefings far in advance when analysts’ calendars
are not available, analyst participants aren’t guaranteed and the NDA
policy is somewhat wishy-washy.  Similar concerns were loudly aired at
the AR Forum in May and were met with the assurance that the Vendor
Briefings team is “completely client service focused” and the process
is just fine as is. 

Despite this perspective, we recommend the following best practices when scheduling vendor briefings with Gartner:

  • Conduct inquiries with the analysts that are at the top of your
    briefing target list.  This not only better prepares your spokespeople
    by informing them of what the analyst is currently researching, what
    they see as the most important market trends and what competitors are
    on their radar screen, it is also acts as stepping stone to the
    briefing.  Then when your name, company and topic come up in an invite
    from VB, it’s not out of left field and they are more likely to make
    time for you.
  • Consider doing multiple briefings to cover all analysts in the space. 
    Getting 15 analysts on the phone at one time just isn’t always possible
    or practical.  Brief your core people first and foremost and then be
    flexible with additional briefings, it may take a few weeks to get to
  • Press your product people for real dates for launches and roadmaps you
    can count on.  There’s nothing like being asked to schedule a briefing
    with in-demand analysts a week before a launch you had no idea was
    coming up OR doing a big splashy briefing and then not being able to
    follow-up it up with demos or customer references.
  • Take on the housekeeping details yourself.  This includes conducting
    dry runs of the presentation, guiding slide deck edits, sending decks
    to analysts and VB directly, asking analysts about upcoming research,
    preparing smart questions to ask during the briefing, asking about
    other analysts you should be talking to, recapping follow-up items
    during the briefing and following up on them directly with the analysts or as requested.
  • Be clear about your NDA or embargo needs; unless you say otherwise,
    Gartner analysts WILL assume that this information can be shared
]]> 3
Institute of Industry Analyst Relations (IIAR) – July meeting at H&K Thu, 21 Jun 2007 16:59:00 +0000 Dominic Pannell Camille Mendler, Vice President for the Yankee Group, and Ajay Sule, Senior Regional Vice President for the Yankee Group, will be speaking at the July IIAR Forum.

The July forum will start at 4:30 p.m. on Thursday July 26 at Hill & Knowlton’s London office.

Forums are open to IIAR members — members
who would like to attend, please email Hannah Kirkman: hkirkman at

To join the IIAR, visit its website. There are also a limited number of guest places available for those who have not previously attended a meeting — if you are interested in attending as a guest, please email Hannah Kirkman at the above address.

I’ve booked a boardroom, so if you’re interested, please come along – the more the merrier!

]]> 1
Junk email bad, targeted communications good Wed, 04 Apr 2007 08:11:00 +0000 Dominic Pannell This is the loud and clear message from Forrester’s Josh Bernoff in his latest blog post over at The Groundswell. Josh is peeved by the amount of ‘PR-type email’ that he receives.

To be fair, it’s not just analysts who don’t appreciate untargeted email – judging by one of my favourite blogs, The Bad Pitch Blog this is something that annoys people in PR, too, so perhaps it’s unfair to call it ‘PR-type email’; it’s simply bad practice.

I admit I don’t understand the logic of spamming people; OK I accept that true spam-merchants are looking for a miniscule conversion rate, which justifies their misdemeanours from an economic perspective, but surely if your goal is to engage with a sentient being, particularly one who you hope will become an advocate for you or your client, surely untargeted email can ONLY be counter-productive?

In fact, in the six years in which I’ve worked in AR I’ve seen quite a few time-saving ‘tricks’ that are actually counter-productive – for example questionnaires sent round to multiple analyst firms under the guise of an ‘analyst audit’ but which are really only an attempt to acquire ammunition for a new business pitch. True analyst audits are in-depth studies that require considerable investment in terms of time and money. Even then audits are not universally welcomed by analysts (I could post a couple of amusing emails on the subject, but that wouldn’t make me too popular) so a dozen or so self-serving questions that were knocked up in five minutes and lobbed round to a few analysts are unlikely to be well received.

The point I’m making is that if you want to influence people, be they analysts, consultants, academics or whoever, you need to make the investment required to engage with them over time. If you’re just looking for a knee-jerk reaction, then spam away!

]]> 1
Perspectives on a new AR blog Fri, 09 Feb 2007 07:41:00 +0000 Dominic Pannell Last
week, the ineffable ARmadgeddon
flagged that Jim Zimmerman had started a new blog called ’AnalystPerspectives
covering the IT and telecoms analyst firm markets. I’ve been thoroughly
enjoying it so far.
Jim’s approach of describing smaller analyst firms is both interesting and
useful – and essential reading if you’re trying to make sense of what can seem
a dauntingly saturated market. He’s right of course: the Long Tail does apply
to the industry analyst marketplace, with what he refers to as a few “big
hits” ruling the roost and a large number of more specialised niche

Jim’s latest post on ‘tiering’
analyst firms
is likely to ruffle a few feathers, not least because it
annoys the hell out of some very distinguished analysts. Notwithstanding a few
crumpled egos, however, categorising analyst firms into tiers is a logical
approach for AR pros and I don’t know any practitioners that don’t do this. As
Jim says, “there are no hard-and-fast guidelines for what constitutes each
and everyone does it slightly differently.

Jim has stated a wish to see opinions on the commentary that appears on
AnalystPerspective, so here’s my two cents-worth:

Personally, I don’t think it is useful to drop a firm into tier one, two or
three and just leave it there.

Firstly, the relevance of an analyst house depends very much on what you are
selling. Working as I do in an agency, I regularly sit down with my
various clients to evaluate the industry analyst arena and develop our understanding of
who makes an impact in their given marketplace. Just because the analyst firm
has close to a billion dollar revenue, that shouldn’t guarantee that it gets
special attention. It would be daft to underestimate the clout of a firm like
Ovum in Enterprise Mobility (especially in Europe) simply because its
revenues are a fraction of certain competitors.

Furthermore, measuring a firm purely on size and market presence suggests a
focus on getting one’s message out. Analyst Relations isn’t only about trying
to convince analysts that a company’s strategies are winning ones (which is
hardly likely to be a successful approach) it’s also about listening to what
the analysts have to say and incorporating this valuable feedback into the
organisation. Successful analyst interactions are intelligent conversations
wherein both sides give and take counsel. IT vendors that benefit the most from
their relationships with analysts have mechanisms in place to channel feedback to
the right places within their organisations.

That brings me to my third point, which is that any classification should not
be considered permanent. Just like in sporting leagues, there are climbers and
fallers. Some firms develop a competence and an influence that belies their
size, but for various reasons firms can also lose influence. As I shall try to
explain, a categorical tiering of analysts not only does a disservice to
analysts, it is potentially counterproductive to the business interests of the
vendor engaged in the tiering.

In fact, tiering analyst firms should only be considered a first step in
planning a strategy for engaging with analysts. Jim maintains an excellent directory
of analyst firms
, so I appreciate where he’s coming from, but when advising
clients I am always on the lookout for individual analysts who are
knowledgeable and insightful in my client’s space. This may result in my
counselling that an analyst in what Jim ranks as a “tier 3″ house be
prioritised as “tier 1″ and vice-versa. In other words, what might be
a “tier 1″ firm for one client may qualify as “tier 2″ or
even “tier 3″ for another.

Tiering analysts is a meaningless activity unless you tier them relative to a
specific PURPOSE.
Some analysts, for example, may have extremely high
visibility with buyers via private consultation, but may not publish or be
quoted in media as often. They would be “tier 1″ for sales
acceleration and competitive depositioning. Others are prolific authors but
can’t make time for reporters. They would be “tier 1″ for lead
generation.  And others may only have a subscription base of 1000 or less,
but are frequently quoted in high-profile publications. They would be
“tier 1″ for media references and PR purposes.

As you can probably tell by now, at H&K we prefer to tier the analyst
rather than the firm. Inevitably any analyst gets more weight from being at one
of the “big hits” than from being at a smaller firm, but there are
other factors that need to go into tiering an analyst; consider things like
customer access, customer impact, thought leadership, media visibility, key
relationships and so on (I can see another blog entry coming…) In certain
cases, the most appropriate person to engage with may not even be an analyst,
let alone one who works for a “big hit”.

]]> 4
Symposium Top 10 List Wed, 04 Oct 2006 16:37:00 +0000 admin The first Symposium I attended was in 1987.  Actually, back then, it was called the Scenario conference, was only three days long and was held at various locations.  Since then, I’ve attended almost every Symposium.  If I had to distill what I’ve learned into 10 things for the benefit of AR practitioners, here’s what I’d tell you.


Before the Show

1. Survival

a. Extra laptop batteries.  WiFi access can really suck down your battery, all the more so if you’re blogging in real-time.

b. Comfortable shoes.  I once wore a new pair of shoes to Symposium.  Big mistake.  BIG mistake.

2. Parking at the Dolphin/Swan.  If you’re stuck at one of the outlying hotels, be aware that for the first few days of the event, if you’re not registered at the Swan or Dolphin, you can’t park your car at the hotel.  Find a friend who’s registered at one of those hotels and avail yourself of their parking privileges.

3. Schedule evening activities with analysts.  Gartner continues to try to curtail these activities.  The analysts continue to enjoy good times (and good company).

4. Plan your agenda.  Be sensitive to hotel locations of sessions.  It’s one thing to go from the Swan to the Dolphin and back again.  It’s a whole other thing to head over to the Yacht & Beach, especially with forecast highs in the upper 80’s.  Trust me, you won’t want to be going back and forth.  Plan in advance.

At the Show

5. Book your 1:1s.  Pre-registration is now closed so book these as soon as you’re registered onsite.  If you can get to your key analysts before their presentations, all the better.  And at the session, sit in the front row.  Introduce yourself.  Yes it’s blatant…and yes it’s effective.  In my analyst days, when I knew a vendor was in the audience, I was more guarded in my comments than when I thought I was all alone.

6. Enjoy the theme park event with your target analysts but resist the temptation to talk more business.  Between sessions, 1:1s, hallway meetings and, heaven forbid, even bathroom breaks, the analysts are bombarded with inquiries and questions.  Contrary to popular belief, analysts are people too and they’re looking for an escape.  If you talk about baseball instead of BI, weather instead of Web 2.0, yes you may have missed an influence opportunity but more importantly, you may have solidified an effective working relationship.

7. Exploit the AR opportunities.  Find the AR workroom at the Swan.  It’s a great place to recharge yourself, your batteries and meet your colleagues.  And if you’re staying at a distant hotel, this can become your base of operations.  Be sure to attend the Tuesday 2 p.m. meeting with Gene Hall.  He’s the driving force behind many of the changes that have been met with, shall we say, mixed reception in the vendor community.  He needs to hear our concerns.

8. Talk to attendees.  Symposium is not just an analyst influence opportunity.  This is your best opportunity to learn directly from attendees what they think of your company and its products, and to learn what they think of the analysts and who they value.  If you’re not getting direct customer feedback at Symposium, you’re missing an opportunity.

 After the Show

9. Follow up.  So many AR activities are focused on obtaining positive Symposium outcomes.  There’s a natural tendency to fall off the face of the earth after the show (as we all catch our collective breath).  This is actually an important time to solidify your gains (and don’t forget, there are various other Symposia to come).  Weeks and months of prep can be undone if through lack of follow-up you leave the analysts with the impression that they’ve been abandoned.

10. Start planning for 2007. 
Anyone who’s been in this job for more than a year or two realizes how
important the planning for Symposium is.  For many analysts, the
research creation process for Symposium drives much of their research agenda for
the subsequent six months (and is also a significant determinant of their Spring
Symposium presentation the following year).  If you’re not
beginning your influence planning now, you’re already late.


See you at the show!!


]]> 1
Gartner Invest: Establish clear rules of engagement Thu, 14 Sep 2006 19:53:00 +0000 Jay Andersen As part of
its vendor
relations program
, Gartner holds a quarterly analyst relations (AR) call,
during which it discusses topics that relate to vendors and the practice of AR.

Last week’s
focused on the Gartner Invest (GI) service, a research service which
is sold only to institutional investors. The goal of the call was to alert the
AR community to the potential implications of this service on their companies’
investor relations (IR) departments and on the AR relationship with the IR


H&K First Take

  • We do not expect vendors to
    initially be impacted by GI.
    Financial/IR departments currently do not leverage Gartner
    as a supplier of financial intelligence. However, AR professionals should
    be aware of the potential implications of the GI service as it gains momentum
    in the financial markets.
  • Gartner Invest could raise SEC RegFD concerns to the
    investment community
  • Gartner does not have a “Chinese Wall” separation
    between their GI service and ‘standard’ analyst population.
      In fact, a large part of the appeal of
    the GI program is access to the feedback from the regular analyst research
    services (Gartner core research).
  • Gartner asserts that their Invest analysts are
    sensitive to these concerns, but there are no clear safeguards about
    disclosing sensitive data
    . For instance, vendors do not get to review GI reports
    prior to their publication to assess if sensitive or inaccurate data was
    included.  Moreover, even if the
    vendor is given the opportunity to review the report, damage can be done
    via inquiry even if the report is never published. In other words, a Gartner
    Invest or Gartner core research analyst may disclose information during an
    inquiry that could violate SEC RegFD and get a vendor in trouble. 


  • Work closely with your CFO/IR department to determine
    the information and numbers you can share with the industry analysts in a
    way that does not violate any financial regulations.
    Gartner Invest leverages
    quantitative data from the Dataquest service, therefore sharing sensitive
    data with Dataquest could find its way to Wall Street. Some vendors have
    already established limitations, especially on numbers (both historical
    and projections). Once AR and IR departments have agreed upon the level of
    details to be given out, make sure to have your legal department review it
    for RegFD compliance.
  • Work with your CFO/IR department to establish clear
    rules of engagement with the analyst on all financial-related discussions
    . If restrictions are imposed
    on what you can say/do with Gartner analysts by your CFO it could
    potentially impact or limit your ability to project certain financial
    success factors to the Gartner analysts community.  This in turn could adversely affect your
    company’s coverage and performance in the Gartner research and/or in
    client inquiries.


]]> 4
Welcome to ARcade! Fri, 01 Sep 2006 09:34:00 +0000 Joshua Reynolds Welcome to the inaugural post on ARcade, the official blog of Hill & Knowlton’s Global Analyst Relations Practice.

First and foremost, ARcade is a forum for mutual learning about all things AR.  We will discuss issues that impact AR practitioners, the technology vendors we represent, and the industry analysts with whom we partner.  We will review the latest developments in the analyst landscape, propose best practices for working with analysts and technology executives, and share lessons learned from fantastic mistakes. 

Perhaps most importantly, we will expand the understanding of the power of AR and its impact on sales, marketing and corporate valuation.  (And it starts with making sure the general technology marketing community understands that industry analysts provide far more value than a quote in a press release or an endorsement on a web site.)

At Hill & Knowlton, we believe that the real value of analyst relations comes from a very simple three-part formula: listen, think, persuade, repeat.  (Okay, four parts.) That’s why we’ve invested so heavily in our AR capabilities.  We subscribe to research and have inquiry access with analysts from AMR, Forrester, Gartner, IDC, JupiterKagan and Yankee Group.  We boast a 7-person full-time AR team in the U.S., a 4-person  full-time AR team in Europe, and part-time AR resources in APAC and Latin America. 

Four of us are ex-analysts (3 from Gartner) with more than 50 years of AR experience between us. One of us has a master’s degree in Library Science and has managed our analyst firm contracts for 8 years. And ALL of us are full-time AR specialists who spend most of our time conducting analyst inquiries, testing messages and marketing strategems, and transforming market insights into measurable results for tech vendors.  We’ve worked with vendors ranging from the tech giants your parents would recognize to innovative start-ups you’ll be reading about next year.

August 2006 marks the third anniversary since our practice was founded with one gutsy investment hire in San Francisco.  Today, we are fiercely proud to add our voices to the global community of AR professionals who drive sales, boost corporate valuation, and accelerate marketing for their clients and companies.

Welcome to ARcade.  Let’s get to it.

Joshua Reynolds
Senior Vice President
Messaging, Positioning and Analyst Relations
Hill & Knowlton

]]> 14