This article was originally published on iMedia Connection on Feb. 24, 2015.
As a research analyst covering digital technology, companies routinely (to the tune of up to a dozen per day) reach out to request briefings -- even if that's not the terminology they use. It might be an "informational meeting," "our CEO would like to meet you," or "an advance look at the new product-or-feature we're launching."
You can call them what you want to. In the analyst community, they're briefings. The best ones provide value on both sides: to both the analysts and researchers, as well as to the tech firm (or in my case, agency or publisher, too, as I cover advertising and media).
We analysts conduct briefings to further our research agendas. We constantly monitor developments and companies that operate in our sphere of coverage. We're looking for trends and patterns, for case studies, and often, to make introductions or connections between businesses or people operating in the same sphere who really ought to know one another. (This has more than once led to investments, acquisitions and partnerships.) Analysts are influencers and a form of media; we might write about your clients or business model, or highlight one of your case studies in a speech or webinar.
The big tech players have analyst relations departments to keep the briefing machine well-oiled. Yet a surprising number of start-ups and even well-established firms are unfamiliar with the briefing process. So herewith, some insider tips to get the most out of this very important component of a communications strategy process.
In the three and a half years since I joined the Altimeter Group, I've conducted hundreds of briefings with companies large and small, all active in digital marketing, advertising, and media. My Fridays are pretty much reserved for briefings. Briefing calls are scheduled from morning to night, generally starting in Europe and ending somewhere in Silicon Valley. We all limit briefings to 30 minutes to keep them on-topic, and almost never conduct them in person. Most companies requesting briefings ask to do them on site, but travel time is a luxury. It would radically curtail the number of companies with whom we're able to talk.
At Altimeter, we have a system for sharing tagged, cloud-based briefing notes that puts all briefing information at the fingertips of all the company's analysts and researchers. That makes our jobs easier when we're trying to find information on specific types of companies or business, and benefits the companies we speak with, too. They're made more visible to more people.
The above illustrates the value exchange of a briefing. Yet compared with the hundreds, if not thousands, of briefings I've conducted as both a journalist and editor, I'm too often disappointed at how many companies that brief me now that I'm an analyst fail to take full advantage of an opportunity that could benefit us both.
Some suggestions for getting the most out of an analyst briefing.
That's it from me. What about companies out there that are veterans of analyst briefings? How can we make briefings easier, better and more valuable for you?
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