Analyst Briefings – The Dos and Don’ts of Analyst Briefings – Part Two

There is often confusion on what the difference is between AR and PR and how to best manage an AR programme. In the first part of this series, we looked at the do’s and don’ts of analyst briefings. In the second part, we are now going to share some best practices that can bring you some great results.

Have a strategic narrative

The story and message has to make sense and be relevant.

It is easy to fall into a tendency to provide the basic information, an architecture map and a cursory note on customers. But there needs to be an overarching theme and a strategic vision for the business. For the presentation to have any impact, the content must match the strategic vision. Without this approach, the client’s briefing will meld into the 20 other briefings that week with varying degrees of impact.

Foster a business relationship

Analysts are business people as well as industry researchers. They will have one eye on their existing client base, another on potential new work. The briefing is not just a (largely) one-way flow of information. It is also an opportunity for the analyst to help your client with potential consultative work or bespoke research in the future.

Budgets or plans may not allow this at the start, but it is worth remembering, the analyst is likely to contact you again for a regular update and suggest areas where your client may benefit from a strategy session, a custom report or speaking slot at one of your events.

Keep in regular contact

One of the regular gripes we hear about from analysts is the refrain that after the briefing, the analyst never heard from the client again. This results in an analyst being interested but unfulfilled. PR agencies have the bad habit, on occasions, of only organising analyst briefings around an industry event (Mobile World Congress (MWC) is a good example) and effectively by-passing analyst relations activity for the rest of the year. Until MWC comes round again.

That’s just one example of the damaging effect of not maintaining the analyst relationship. When a client is planning an analyst event, it’s chances of securing analyst attendance are increased if they have kept your target audience regularly informed. After all, why should they attend if they hardly know you? So, in short, have a structured analyst relations programme that values the analyst.