1. Understand the analyst’s role

The technology analyst has two main responsibilities:

• Advising technology developers: analysing product launches, technological trends and customer satisfaction levels so as to help technology firms improve the effectiveness of their product strategies. Although these are fee-based relationships analysts also make time to meet other technology vendors who are not their clients, as these encounters help them to keep abreast of wider developments in their field.
• Advising technology purchasers: analysts are also retained by companies that purchase technologies and are looking for guidance on which products to buy, services to retain and direction to take. The analyst’s view often has a direct bearing on which companies get orders and which do not.

2. Have a clear objective in mind

Know what you want to achieve through the call/meeting and ensure that you communicate the relevant information.

3. Know your numbers

Analysts by definition seek to evaluate companies and technologies using hard metrics. They will expect a CEO or senior executive to have at his or her fingertips all key performance figures for the business (sales, margins, R&D, etc.) and market (including size and growth rates).

4. Be passionate

The biggest turn-on for an analyst is a CEO or executive who knows the business, understands its customers and demonstrates real passion for what the firm can contribute.

5. Listen actively

An analyst is likely to be far more knowledgeable about your sector than a journalist. Therefore, not only should the analyst never be talked down to, but it is also advisable to make the meeting a genuine dialogue. You may be able to receive invaluable market intelligence and advice by seeking feedback.

6. Kill jargon and acronyms

Technology is a ‘jargon-rich environment’, but do not assume that the analyst knows the same shorthand as you. To the greatest extent possible, talk in plain English. If acronyms are unavoidable, use them sparingly and explain them beforehand.

7. Provide customer references

Customer satisfaction and feedback is of great interest to analysts. Aim to provide a selection of reviews and endorsements from satisfied customers that demonstrate the value that your product or service has added.

8. Keep PowerPoint short and simple

PowerPoint is a common tool in analyst briefings. Do not make the mistake of providing more slides than can reasonably be covered. Instead, seek to reduce a presentation to the shortest possible length so that there is ample time for discussion.

9. Provide materials in advance

An analyst will expect the courtesy of being allowed to prepare for a meeting. Ensure that an agenda, slides, customer references and other materials are received by the analyst a minimum of three days before the scheduled session, and preferably a week ahead.

10. Suggested presentation content

Company Overview

• Brief history
• Vision statement
• Value proposition
• Organisational structure
• Operating principles
• Financial performance

Market Positioning

• Assessment of market drivers or business issues
• Category description (e.g. software integration, data-mining solution provider, etc.)
• Competitive position
• Description of target markets
• Go-to-market strategy (e.g. direct or indirect sales model)
• Partner strategy
• Points of differentiation

Capabilities

• Portfolio review
• Tools and/or methodologies
• Customer benefits
• Success stories
• Delivery model

Strategic Intent

• Vision for future development
• Growth plan (e.g. organic, partners, acquisitions)
• Investment strategy

For many years, Advertising Value Equivalence (‘AVE’) served as the de facto industry standard. This approach involves measuring the dimensions of a published article and, using the publication’s advertising rate card, calculating how much an equivalently-sized advertisement would have cost. This approach was superficially attractive because it offers a simple way to conjure up a ‘value’ figure that frequently exceeds the PR expenditure.

However, AVE has long been criticised for various serious shortcomings. Most obviously, AVE fails to account for whether an article is positive or negative, so a critical pasting scores equally with a rave review. AVE also reflects the prevailing advertising market, which means editorial coverage is bizarrely judged less valuable during a recession. Furthermore, AVE offers no way of evaluating coverage in outlets that do not accept advertising; while this was already problematic for assessing coverage on the BBC, it has become far more of a weakness with the advent of social media.

A better system for evaluating PR would be one that can cope with both traditional coverage and online mentions and is able to analyse the tone, influence, reach and acceptance of the article or ‘conversation’. Unfortunately, standing in the way of this ideal solution are the familiar enemies of time and money. As Louise Terry, communications head at cosmetics giant L’Oréal UK, says: “Thorough measurement that evaluates content, the extent to which messages are communicated, and tone is very expensive and can cost as much as the PR campaign itself.”

In the absence of a catch-all solution, many organisations instead use a combination of evaluation methods. For example, AVE figures, with their acknowledged shortcomings, may be supplemented by website traffic figures, online press release readership statistics and qualitative opinion research.

At the most basic level, all companies should employ a cuttings agency to provide a comprehensive media monitoring service. To undertake a PR programme without this support is akin to kicking a football but not looking to see if you have scored.

There are a wide selection of PR monitoring and measurement tools, such as Google Alerts, media monitoring system Meltwater and social media tool Radian6. For even more sophisticated scrutiny of your PR effectiveness, you might want to consider the thoughts of US PR measurement guru Katie Delahaye Paine or the services of a global media analysis and evaluation company like Metrica.

Finding the right approach for your company again depends on time and money. However, although smaller organisations may be unable to afford comprehensive evaluation, all businesses should be aiming for a clear sense of their media and online profile.

To learn more about PR measurement and evaluation, read PR Week’s features on AVE and online measurement.

In the cat-and-mouse game that is SEO, search engine providers are perpetually on watch for attempts to ‘game’ their search returns. SEO firms are kept on their toes developing new ways to garner inbound links without falling foul of search engines’ algorithms or (undisclosed) fair play policies. What search engines will never disallow – quite the reverse – is content that addresses a subject topically, authoritatively and with relevance to the searching public. This is where PR can supply invaluable firepower.

In public relations, we know all about creating newsworthy content that people want to read. We understand how to match a story to the audience and medium, using tailored angles and content to obtain sought-after coverage. Using the same skills and insights, PR professionals can help SEO in two ways: securing inbound links from authoritative (and therefore highly-ranked) news media websites, and propagating links via search-optimised PR material that people value and want to share, including press releases, articles, photos and videos.

We believe that the convergence of PR and SEO, already important, will become absolutely vital in the future, and that the most effective marketers will be those who understand how to combine the strengths of both disciplines.