For Analyst Relations Professionals (Length: 19 pages)

October 15, 2009

Creating, Keeping, And Losing Industry Analyst Mindshare

by Kevin Lucas

with Eric G. Brown, Robert Muhlhausen


Executive Summary (This is a document excerpt)

Analyst mindshare sounds like a great advantage to a vendor, but many industry analyst relations (AR) teams are uncertain what it means, how to create it, how to maintain it, or even what might steal it from them. Forrester has, therefore, introduced a definition of mindshare that shows AR professionals how to drive analyst commitment, trust, a sense of mutual interest, and common purpose all by carefully shaping the use of analyst time and incorporating cooperative and collaborative activities into their AR programs. While the definition also recognizes a role in mindshare for analyst belief that the vendor has worthy products or services, this turns out to be relatively unimportant beyond the short term — a valuable lesson, because that's where AR teams so often place all their focus today.

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TABLE OF CONTENTS

NOTES & RESOURCES

itemAR Teams Try To Grow Mindshare Before They Know What It Is

itemElement One: Commitment And Trust

itemElement Two: Mutual Interest And Common Purpose

itemElement Three: Cooperation And Collaboration

itemElement Four: Time

itemElement Five: Belief In Worthy Product

recommendations

itemKnow, Then Grow, Analyst Mindshare

Forrester applied a model for mindshare to industry analysts and the AR programs that vendors target upon them.

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Find Documents In Related Categories

This document falls under the following categories. Click on a link below to find similar documents.

Analyst: Kevin Lucas
Technology: Analyst Relations Best Practices, B2B Sales & Marketing
Industry: High-Tech
Geography: Asia Pacific, Europe, North America

Archived Teleconference:
AR Reporting Lines And Their Impact
Original air date: Wednesday, July 09, 2008
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