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Getting Results from your Analyst Relations Strategies PDF

84 Pages·2004·0.25 MB·English
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Getting Results from your Analyst Relations Strategies Getting Results from your Analyst Relations Strategies Louis Columbus iUniverse, Inc. New York Lincoln Shanghai Getting Results from your Analyst Relations Strategies All Rights Reserved © 2004 by Louis Columbus Nopartofthisbookmaybereproducedortransmittedinanyformorbyanymeans, graphic, electronic, or mechanical, including photocopying, recording, taping, or by any information storage retrieval system, without the written permission of the publisher. iUniverse, Inc. For information address: iUniverse, Inc. 2021 Pine Lake Road, Suite 100 Lincoln, NE 68512 www.iuniverse.com ISBN: 0-595-33462-8 Printed in the United States of America To my wonderful wife, Cheryl and my cherished daughter, Alyssa Hope. You both have made this book possible with your support and love. Contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi Chapter 1 Why Analysts Matter. . . . . . . . . . . . . . . . . . . . . . . . . .1 Chapter 2 Starting With The Truth. . . . . . . . . . . . . . . . . . . . . . .8 Chapter 3 Finding ROI With Analyst Organizations. . . . . . . . .20 Chapter 4 Best and Worst Practices of Analyst Tours and Visits. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Chapter 5 Every Analyst Loves a CEO Who Has Passion. . . . . .35 Chapter 6 Managing Analysts Relations to a Score Card . . . . . .42 Chapter 7 Handling Analyst Speaking Engagements . . . . . . . . .50 Chapter 8 Managing Analyst Transitions. . . . . . . . . . . . . . . . . .56 Appendix Industry Analyst Firms . . . . . . . . . . . . . . . . . . . . . . . . .61 vii Acknowledgements At International Data Corporation (IDC) I have thoroughly enjoyed working with Robert Amatruda, a highly capable analyst with an excellent grasp of the storageindustry.AtGartnerGroup,FaraYalehasbeenincrediblyresponsiveand wonderful to work with, and a great mentor to me. AMR Research was an incredibly powerful learning experience for me as a servant of others with infor- mation, and quickly taught me to go beyond just being an analyst to being an analyticalthinker.ThankyouTonyFrisciaforbeingaCEOwithcompletehon- esty, ethics, and the willingness to tell it like it is to your company. Tony, thank youforinvestinginmeforyearsasIlearnedhowtobeananalyst;Iamindebted to you. I have a passion for serving others with information and there are people who helpedmemanagethepureenthusiasmIhadintosomethingofworthforothers. ThankyouRodJohnsonforthetremendouseducationandforteachingmehow to make and keep commitments. Your tough-but-fair approach to managing taught me much both about being an analyst but also about managing analyst relations. Thanks also to John Hagerty for your guidance and for your patience with me as I learned to write about what AMR clients cared about. Thank you Bruce Richardson for a very entertaining education as well. Thanks also to Joanie Rufo, Laura Preslan, Kevin Scott, Matt Thompson, and KrisIyerfortheteamwewere.Itwasgreatworkingwitheachofyou,andthanks for the endless edits of my Alerts, reports and outlooks. ThankyouMichaelDiPietro,PattyDonze,andDanBirnbaumfortheguidance andsupportasIworkedintheclientresearchorganizationofAMR.Eachofyou provided me with strong insights and guidance and thanks for your always-con- stant support. Thank you Simon Jacobsen for your outstanding teamwork and support. Your contributions to Cincom and all clients are invaluable. Finally I want to thank each of the AMR Research clients I had the pleasure to serveasIfulfilledmypersonalgoalofbeinganindustryanalyst.Pleaseknowthat I was always focused on how to make the maximum impact in your businesses, ix x Getting Results from your Analyst Relations Strategies alwaysfocusedonhowIcouldhelpyougettoyourgoals,andalwayslookedout forthereturnonyourinvestmentinAMR.ThankstoeachofyouIgrewprofes- sionally faster than I ever had before. Thank You.

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relations. Thanks also to John Hagerty for your guidance and for your patience . defines best and worst practices in managing analyst relations tours, and
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