Eria Odhuba, resident analyst relations lead dispels the most common myth about analyst relations – you have to pay them to play with them.
“We have a problem with analysts,” I hear you say. “You have to buy analyst services to have a good relationship with them,” has got to be the most common phrase any analyst relations professional hears from colleagues.
Cynicism reigns when it comes to judging analysts, which reflects the way many of us might feel about the role they, and other influencers, have when recommending IT products or services.
Admittedly some are harder to engage than others if you do not have a subscription, but is that true of all Analyst Houses or is there a middle ground?Seven things worth knowing about analysts
We’ve compiled a quick checklist to help you understand their drivers and so you can better develop great relationships with analyst firms:
1) Good analysts prize their independence. In fact, their reputation hinges on remaining independent while advising their clients.
2) Analysts will NOT ignore you if you have something really good to talk about. Why should they? After all, you might be the trailblazer they identify and, in turn, get the kudos for predicting the disruptive influence you have on your target markets.
3) Analysts are human. They don’t know everything but, crucially, don’t have time to speak to every single vendor.
4) As they are human, you have to understand how they work, what they are working on, the timescales they have and the channels through which they provide advice.
5) To catch their attention, you need to provide really useful information using structured engagements over time to help them with their research, and make sure this fits in with their schedules. One off briefings are useless.
6) If you say ‘we are the world leading vendor providing modular, scalable solutions…blah, blah, blah’, just STOP. This means nothing. Tell analysts about specific and real problems you are addressing and let them tell people you are a leader.
7) They need to eat, pay mortgages and go for the occasional holiday. Separating how they make money and learning about various vendors so they can then advise their clients is something they all do – the best ones give disclaimers so you know exactly who their clients are.
So, what are analyst subscriptions all about?
Sometimes, you just need help with your lead generation and market positioning. Analysts who track various vendors in a specific market will know the ones that are doing well. Sometimes it is simply the technology or services that competitors provide which simply rock. Most of the time, they just have a good story that resonates better with clients than yours does.
Analyst subscriptions are, therefore, useful to help you position yourself better using the resources, advice and specific feedback opportunities you have available with individual analysts.
If you think it means analysts will say you are the best thing since sliced bread was invented, forget it. No analyst worth their salt will destroy their reputation doing so. Yes, you might get the Gartner Magic Quadrants and Forrester Waves, but these follow strict guidelines to maintain analyst independence (whether you agree with them or not).
Why don’t analysts want to talk to me then?
Just maybe, you don’t have anything relevant to add! Or maybe what you have to say is not relevant to their speciality.
There are too many vendors to track and a lot of output they need to plan for and deliver. Follow the steps above. Make sure you have a really good update or case studies to follow up with (even better if end users can talk to the analysts directly).
Will analysts stop talking to me if I don’t pay them?
No. They would ideally like to have you as a client (if they take on vendors as clients), but if you’re making waves in your market they still want to give advice to others that will help them make good purchase decisions.
So, be relevant but realistic about what analysts are looking for. They need information to help them build thought leadership positions. You can help them if you engage properly with them. They can also help you if you are honest enough to recognise you need advice to position yourselves better against your competitors. That is when analyst subscriptions come into play.
If you found this interesting you may also to peruse our analyst relations whitepaper which can be downloaded here.
Just so happy to be doing transatlantic PR again, here’s a post from our US PR partner, Lorraine Russell on why it’s not easy securing the US column inches.
It doesn’t matter where in the world you want PR coverage, you will find the journalists you need are a busy lot. Their publications are under competitive attack, staff have been cut, acquisitions and closures are commonplace, everyone is doing more with less and covering more areas and, well, it all sounds rather familiar doesn’t it?
Journalists and their organizations face many of the same issues you do in your business. And just like any busy company expert, journalists want only the most insightful and relevant information and sources to ensure they do the best job possible. That makes getting their attention, building a relationship and winning their trust all the more challenging and important.
The U.S. journalistic landscape is similar to the UK although larger. According to Pew Research’s “State of the News Media 2014” report there are 38,000 full time journalists employed within the traditional U.S. newspaper industry alone (not to mention TV, magazines, etc.). Comparatively, the European Journalism Centre reports similar full time newspaper journalists in the UK. Digital native sites are growing on both sides of the pond, yet still employ only a small numbers with about 5,000 full-time U.S.-based editorial jobs at nearly 500 digital news outlets.
Whether traditional or digital, one big difference is ownership. Certainly there are U.S. conglomerate owners, however the UK newspaper market is generally far more nationalistic with fewer owners.
What does all this mean to you? Obviously you aren’t after every US journalist. You want only a logical niche of decision makers to notice your new product/service or entry into the market. As you should. But that doesn’t necessarily make it easier.
Here’s why. Think about your competition. How many companies will you compete with in the U.S.? 10? 20? 50? More? How many of your European competitors are also entering or active in the U.S.? How many non-industry companies are nipping at your heels trying to steal the same potential customers?
Each of those and all the ones not yet identified are engaging PR to contact the same journalist you want. Whilst there are about 50,000 PR professionals in the UK, there are nearly 230,000 PR professionals in the U.S. Talk about competition!
Now think back to that busy journalist looking for someone to validate or negate the premise of an article (yes that has a lot to do with it). The journalist must be accurate. And the editor and the publisher need them to have a differentiated story than the other media outlets in their niche. After all, eyes on their story and their publication translate into revenue for survival.
So, who does the journo turn to? Someone they know will deliver. And yes, despite journalistic outcry, the line is blurring between editorial coverage and those who do or could buy advertising or sponsorships. Remember how different the ownership of US media outlets is compared to the UK? That can increase in importance when those paid and earned media lines blur.
So the number 1 reason it is trickier to get your story told by a U.S. journalist is pure and simple -competition.
And #2? Your story absolutely must be relevant to the U.S. reader/viewer. It is not enough to believe your product/service is right for them. It means understanding U.S. centric issues and trends – not just of your potential customers, but of the journalist as well.
Your chances will significantly improve if you can produce a U.S. customer. Some journos won’t talk to “vendors” without one. If you don’t have a U.S.-specific example, the challenge for coverage is even greater. Not impossible, but challenging. It is very likely you will share the story with one of those U.S. competitors you identified.
But it’s not all doom and gloom. Truly, it’s not. You just need the experienced insight of localized PR. That’s the same in any country. A world view is quite important strategically but localized insight is invaluable.
As for the U.S., remember those growing digital outlets? Turns out, whilst mainstream U.S. media are sharply decreasing their global coverage, digital is on a quest to include more global coverage. And that spells opportunity! Plan your strategy wisely. This is the perfect time to think global and act local.
The third post courtesy of Eria Odhuba, a founder member of the team and our resident analyst relations guru:
In part one of this series, we looked at the reasons AR programs fail and what you need to do before speaking to analysts. In the part two we provided some metrics you should consider measuring and a few questions you need to think about to maximise the impact AR has on your marketing. And in this final part, we look at how to integrate your good work with analysts and your wider marketing activities, ensuring everything feeds into your overall business objectives…
Do people REALLY know what they will get from the description of your products or services?
Your problem: If you only offer services, this can be one of the hardest things to do correctly. How do you convince prospects to buy from you if it takes time to realise any major benefits? Are you confident that the way you have named or packaged what you sell clearly articulates the benefits that clients would get if they bought from you? If prospects don’t know what benefits they get from what is on offer, then price is all they’ll use to make purchase decisions. The impact on your bottom line is huge if your competitors package themselves much better than you do. Quite often, poor product packaging happens when marketing and sales teams don’t interact effectively.
How analysts can help: Analysts can provide guidance regarding product or service packaging as part of wider marketing efforts. Their unique insight into the various strategies used by competitors, means they can help build services around your unique perceived benefits (UPBs). They can also show you how to break services down into logical processes that are easy to follow and which, more importantly, clearly show what prospects will get.
Do you know your customers’ lifecycles and do you change the way you provide value to them over time?
Your problem: A customer lifecycle is the journey someone makes from the initial discovery of your products / services to being a client. It is important to understand lifecycles so that you manage client relationships effectively and tailor your messages or services accordingly.Marketers, therefore, always need to answer the following questions so that they add value to each stage of a customer lifecycle: What factors influence initial purchase decisions within specific niches? What do competitors offer? What end results do clients actually desire? What are the market / technology changes that impact the continued use, or upgrade, of specific technologies or services? Without this information, marketers will struggle to effectively manage each step of a typical customer lifecycle. For example, think of companies that have simply tried to renew contracts or upsell additional services without tracking client needs properly. Tales of woe after deals have been signed are common, and a lot of this is down to the inability to manage the various stages of customer or partner lifecycles effectively.
How analysts can help: When you are fighting day-to-day battles and trying to get quick wins to justify marketing budgets, it can be hard to step back and have a big picture view of whole lifecycles and the different engagement methods necessary to nurture early prospects or long-term clients. Getting independent feedback on how best to do so might not be something you have considered.How analysts can help: Analysts, especially those that have a good knowledge of licensing and contracts, can provide independent advice to companies to help them manage customer lifecycles better. Of course, the products and/or services you provide have to be spot on in the first place. However, given the fact that there is almost always an alternative choice that could be made, marketers should use industry analysts to stop customers getting fed up and looking elsewhere because their continually changing needs are not being met.
Are you using the right traditional and social media channels to communicate?
Your Problem:Every marketer knows they have to communicate through the media channels that their prospects and clients use to look for information.Your problem: Whatever media channel you use to generate leads, solidify thought leadership or remain top of clients’ minds, you need to know which ones the analysts use to share information. For example, you need to know whether you potentially lost a deal because of comments made by an analyst via a blog or online forum. The problem here for marketers is the perceived loss of control and the lack of resources to do this effectively. It can be tough to justify the time and effort given the tight budgets many marketing departments have. It all comes back to the feedback you collected from clients and prospects
How analysts can help: If prospects / clients are influenced by specific channels that analysts also use, then you need to make sure you engage with the analysts via the same channels (on top of regular briefings) so that you can positively influence their output. Commenting on their blogs and participating in discussions helps you understand the frustrations analysts have with technology vendors. It also means you engage with them more effectively and, hopefully, can convert them into advocates.In conclusion
AR is often seen as an add-on to marketing and PR activities that is hard to measure and whose budget is hard to defend. It can be tough to stick your neck out and plan long-term engagements when we are all judged on quick wins.
But, trust is a hard thing to come by now, and we are pretty cynical about most of the content and claims from many technology companies. Engaging wth analysts, earning ther respect and winning their support can deliver the esssential credibility factor into the marketing mix.
The second post courtesy of Eria Odhuba, a founder member of the team and our resident analyst relations guru, we look at how best to measure the impact of an analyst relations engagement programme.
In part one I looked at the reasons AR programs fail and what you need to do before speaking to analysts. In this post we look at some metrics you should consider measuring and a few questions you need to ask yourself to maximise the impact AR has on your marketing. This should help create the right foundation on which to build an effective AR programme.
Metrics to measure
If you don’t know your key marketing and sales metrics, how do you know what needs to improve? And if you don’t know what needs improving, then what is the point of doing AR? Typical metrics you need to know include:
1. Number of enquiries for a product or service;
2. Number of referrals made by existing customers or partners;
3. Percentage of enquiries and referrals converted into RFPs;
4. Typical lead response times;
5. Number of RFPs that convert into actual sales;
6. Number of active customers;
7. Total spend per active customer;
8. Customer churn rates;
9. Gross revenue;
10. Gross profit;
11. Marketing costs;
12. Marketing costs per enquiry;
13. Marketing costs as a % of gross profit;
14. Cost of sales (i.e. cost of converting RFPs into actual clients);
Once you have this information and can pass it along to your analysts, it is easier for them to compare you with competitors and work with you to identify specific activities or messages that need to be improved. Tap into their knowledge of industry go-to-market, partnership and channel strategies. Use their unique insight into competitor or industry-wide metrics to test how well you are doing. Most of the time, all you have to do is position your company more clearly in your target markets. If the analysts don’t believe your messages resonate with the needs of your prospects, you will need to keep tweaking;
The key marketing metric take-away is this: analysts can only help you improve your marketing and sales metrics if you measure them properly in the first place.
Is what you say you do what people think you do?
The key consideration here is that in order to develop an accurate representation of your company’s technology or services, you must first get the right feedback from customers, independent influencers and your employees.
To do this properly, you need to have a well-defined process in place to ask the right people the right questions, store the answers and provide easy access to anyone developing marketing strategies.
When approaching customers for feedback, you need to try and get them to do so based on a full understanding of the key competitive options available. You need to understand why they bought from you but might not do so again, or what their biggest frustrations are with vendors in your sector(s). Finally, you must understand where they look for information and how they make purchase decisions as this can help you direct resources to the most appropriate channels.
The feedback from your employees should be consistent across the various teams. There is nothing worse than having the sales and marketing teams disagree on the best action to take to generate leads or because of internal feuds.
Finally, all this feedback needs to be independently analysed or verified. This is where analysts are important. They should be used to sanity check feedback and company-led competitor research. They will compare it with opinions they get from end-users or your competitors. Based on this, they can advise you on how to use the feedback to change your product or service strategies.
Are you talking to the right people?
This is all about marketing to specific niches / target markets so that you maximise your marketing resources.
The people you target should want what you offer and be actively looking for a solution to specific problems that you can provide. More importantly, they should have the money to buy from you and be easily reached by your marketing efforts.
TAnalysts have a good knowledge of potential target markets and will give you advice on how best to reach out to them. They know the drivers and trends that impact purchase decisions. Though bound by client confidentiality, their inside knowledge should be tapped to re-focus your marketing messages and tactics. Analysts also monitor regulatory and industry trends and will suggest markets to consider that you might have ignored.
Post script: These three AR posts have proved pretty popular. So we’ve put them together, ripped out the fluff, given it a bit of structure and turned them into a whitepaper, which you are welcome to download here:
Tips for entering Tech Awards
Last week, BJSS, a CommsCrowd client, won the TechWorld Award for Best Public Sector project. It’s a genuinely cool project, re-engineering a very big data warehouse, bringing it in house, fully automating it and helping the NHS to save on human resource and money – both scarce commodities in the public sector these days.
|if you had to guess which one of us was not an
award-winning software engineer, who would you pick?
The awards themselves were also impressive, in a transparently objective kind of way, projects were free to enter, award ceremony free to attend and they even gave an award to a company that couldn’t make it – in all my days I’ve never seen that before – fair play.
So I am very pleased for my client, it’s a huge validation of the great work they are doing and I’m pretty pleased for us too. I didn’t write the award-winning software but I did have a hand in writing the award-winning entry.
Here’s some tips for drafting those perfect 1,000 words:
- Get buy in – you can’t do these on your own, work as close as you can with the client ping pong the entry back and forth until it’s perfect.
- Allow enough time – we think it takes about a day and a half on average to draft and edit a standard 1.000 word award entry and that’s assuming you already know the story.
- Start early – it at least three weeks before – get information from source, ie the people that worked on the project.
- Answer the question – every award has a bias so be sure to answer the questions exactly as asked.
- Word count – keep it tight and don’t waffle.
- Before and after stats demonstrating ROI – without these don’t bother to enter.
- Have a heart – think of the poor judges and how many submission they have to read, do make an effort to tell a darn good yarn, keep the narrative sparkly and fluid.
Post Script: other award winning entries include:
- 15/04/2013 Caplin wins Best Web Implemntation at the Sell Side Technology Awards
- 02/12/2013 BJSS wins Best Big Data Project at the Tech Success Awards.
- 15/04/2014 Caplin wins Best Web Development Platform at the Sell Side Technology Awards.
- 14/06/2014 BJSS wins Best Information Technology at the Best Business Awards
- 14/07/2014 BJSS ranked fourth for International Growth in Sunday Times Tech Track 200
- 15/07/2014 Caplin wins Best Trading Technology Vendor at the FX Week Awards
|Gonna need a bigger banner|
The first post courtesy of Eria Odhuba, a founder member of the collective and our resident analyst relations guru:
There are many reports about how to conduct an analyst relations (AR) programme and you can also follow discussions on various LinkedIn groups too. Many of these cover some common areas, such as how to provide a good briefing or how to track and tier analysts. Yet some people find it difficult to measure the impact AR has on the bottom line and as a result, AR can be seen by the board simply as a cost centre with marketing teams struggling to extract and prove its value.
In this three-part series, we will look at how to integrate your good work with analysts and your analyst work with wider marketing activities, ensuring everything feeds into your overall objectives.
What defines a successful AR programme?
Successful AR programs use analysts to improve lead generation, shorten sales cycles and retain customers. That’s basically it!
When managing AR, companies should avoid briefing analysts simply with the short term aim of receiving positive feedback or a quote for a press release. Success has to have a positive effect on a company’s bottom line.
Look at the bigger picture: Analysts influence purchase decisions, through their reports, through a recommendation or as a result of help given by analysts to position a company more effectively within its target market.
In a successful AR programme, marketing and sales teams work closely together. They involve analysts in the different steps of their mutually supportive strategies and ensure analyst feedback is shared internally with specific action resulting in more competitive positioning and compelling messaging, with customer focused products and services.
Give your AR programme a health check
- Are you only looking only for the endorsement or quote;
- Are you focused on one-off engagements rather than building a relationship;
- You are deprived of the time, expertise or resources required to run a measurable programme;
- Are the briefings timed around your news or the analyst research or events?
- Are you lumping anaylsts in withthe press – assuming one approach fits all?
- Are you taking time to fully prep for a briefing?
- Are you sharing the analyst feedback internally?
- Is your AR programme synched up with lead gen and sales activities.
Symptoms of an ailing AR programme
- · Difficulty forming an approach for new target markets as lack of independent insight;
- Outdated knowledge of key business or legislative drivers;
- Assumptions have to be made of what drives competitive success without independent testing;
- Limited ideas for possible partnership strategies;
- Limited channel knowledge and insights into where prospects look for information resulting in no new routes to market
- Poor understanding if company messaging are resonating due to an absence of message testing strategies.
Check list to get your AR programme back in shape
- Be clear what you want to get out of an AR programme. Raising awareness is all well and good but if it does not result in more leads or better client retention, then you need to change it;
- Get stakeholder buy in. Train spokespeople and teams about the value analysts provide;
- Develop proper metrics. Measuring briefing numbers and report mentions, running perception audits or getting placed in various analyst rating scales is all good. However, if there is no positive impact on the bottom line then you need to change your rethink the metrics you use;
- Define and target the right experts. Think about individual analysts and not just the firms they work for. Find out how they get information and influence decision-making processes. Don’t forget analysts from small or niche firms as they may have a unique market impact that you could leverage;
- Plan regular engagements to gain trust instead of one-off jobs every year, such as at events. Be prepared to follow up with information that actually helps an analyst with their research.
Post script: These three AR posts have proved pretty popular. So we’ve put them together, ripped out the fluff, given it a bit of structure and turned them into a whitepaper, which you are welcome to download here:
In fintech Sam Howard asks can comms people add value or are they the weakest link?
I’m a comms person in b2b tech, primarily fintech. Fintech – that’s software geeks creating awesome stuff for banking geeks.And all fintech comms people have to do is wrap their pretty little heads around how the the global markets work, how a financial institution works and how it makes its money; then evaluate the opportunities and obstacles created by the latest market conditions and regulations that might help or hinder it making that money and just piece together how their client’s technology taps into those opportunities/overcomes those obstacles, so that a bank might want to buy it.
Anyone got a PHD in anything at all they are not using right now?
Dear software geeks, we understand your fear of getting us comms people involved, we share your fear. We have reoccurring nightmares where Anne Robinson is sufficiently underwhelmed by our efforts. But Einstein once said if you can’t explain it to a six year old, you can’t explain it. Let’s assume all the people in the room are clever, it is the common denominator, so there is no need to posture on that. Don’t be tempted to use content as an opportunity to show off how much you know – they know you know.The key then is to add some value to the debate, to explain the complex lucidly, to ensure that overarching points are not lost in the minutiae of the detail and that those points stack up to a logical argument leading to an insightful conclusion.
It’s not as ‘easy’ as it looks, I can tell ya, getting the people with the PHDs to look up not down, out not in. And if in so doing we tend to simplify things, rather than wonder if we haven’t dumbed down your whole reason d’etre, just trust, you know how to build software, we know how to build reputations.
In the kingdom of the big and the clever, it’s the six year old kid you need to impress.
Sam Howard advises on how tech companies can give better interviews.
Media training – that’s a terrible phrase isn’t it? Makes you think of all those awful politicians that enunciate every syllable emphatically, use all their fingers to underline each phrase and talk at you as if you were Jeremy Paxman. So let’s not go there. But there is still much you can do to make sure your conversations with journalists go well. Key, is to remember the journalist has very little time to create a very good story, and it’s your job to help them with that.
Some sensible tips for sensible interviews:
1) The Press as a whole are more concerned with business arguments than technology methodologies so the WHY needs to be answered way before the HOW and this is where many tech companies need to lift up their heads. The WHO is pretty interesting too, so whatever you do, don’t tone down your colourful characters.
2) The old truism,’ no-one is that interested in you’ is – erm – true. They are interested in issues though, so if you can help solve them, then that’s the angle to go in on.
3) Journalists are very busy people, so PLEASE get to the point. Work out how your issue-based messages can be delivered top down, so if you’ve struck a chord you can drill down with more insight or leave it as a one liner if it gets no traction.
4) It sounds obvious, but actively listen to the question and genuinely try to answer it.You need to answer questions as best you can and weave in your messaging where appropriate and leave it out where it isn’t. It’s critical to be seen as someone who understands the market and how it ticks. This is more important than getting all your messages across in each and every interview, euch! You may manage it the first time, but I doubt if anyone will want to talk to you a second time. However if you can establish yourself as a credible and trusted source, then the journalist is more likely to make time to talk to you when you do have relevant news.
5) The journalist is looking to create a compelling story from a mixture of background information, intelligent argument and quotes, so if you want to be quoted you need to have a view and be incisive; otherwise you find most of your effort gets swallowed up in unattributed body copy or as background information. Answers can be your own thoughts based on experience or theory, statistically or anecdotally-based or ideally a mixture of the lot.
6) Spokespeople should be reading a weekly digest of relevant hot stories, remember head up!
7) It should go without saying but follow the publication and the journalists you are hoping to meet, so you can assess what messaging will resonate best for that particular journalist.
8) Be courteous, Allow time for the journalist to finish their note taking and prepare their next question, do not dictate or just talk into the silence. Offer sustenance, and DO NOT look at your phones.
9) Remember this is a two way conversation, ask what the journalist is seeing and hearing in the market and future story ideas he is working on.
10) Every interview is different but you should be able to answer the following fundamental questions:
. In these cash strapped times, where are your customers spending their IT budget in your sector?
. What are the drivers behind this (i.e. sticks and carrots)?
. So where do you fit in?
. Other companies do what you do why are you better?
. What tech Holy Grail are you customers chasing right now?
. What’s preventing organisations from achieving it?
. What are the key trends in your technology sector right now?
. What’s your sector going to look like in five years’ time?
You can download these tips in a handy pdf if you like to keep on your desk and front of mind.
Sam Howard’s top tips for whether to go with a freelancer or an agency.
Recently I turned down a brief. Even my 11 year old questioned the sanity of that one, “Have you seen my Christmas list?” he queried.
Thing is, although the brief specified a freelancer it was for one that had specialist knowledge of everything basically – from travel to technology, from business to design, from gaming to food and a fair few other categories for good measure.
I’m not exactly a one trick pony but this had AGENCY stamped all over it. I recommended a favourite one and waved bye bye to it. I’m as good as my last job and I didn’t see how I could shine at that one. Besides what’s the point of spending 100 hours bringing in results that Iquoted I could do in ten?
So if you’re thinking your comms might need a boost from some professional help and your budget is borderline here’s five things to consider when deciding if a freelancer or an agency is in the best position to help:
1) Budget: is the first factor that most people consider. Freelancers should be charging about half their agency rate. “Bargain!” I hear you yip, but it’s not that simple… Say you hire a senior freelancer who is at account director level or above, do bear in mind that day rate is fixed whatever the task, so yes amazing value for money when it comes to strategy and guidance, good value for media outreach and creating content, but when it comes to sourcing coverage, building media lists, feature research, reporting tools etc, not so much. In an agency, a junior or intern would be tasked with such mundane and time consuming activities, and could charge accordingly. So if you have an admin heavy/consultancy light brief, you might be better with an agency. News heavy accounts ( eg a release a week) also qualify for this model as they fit better into an agency ‘machine’.
2) Expertise: So if you need lots of different sectors covered off as described above, 100s of media outlets, it’s agency all the way, if you need integrated services, again an agency is often a smart choice although most freelancers have a trusted network they partner up with. But if you want access to senior level support or a fair amount of hand holding again a freelancer might be a better fit as account directors can be pretty thinly spread in a busy agency across six accounts or more. So your monthly retainer may only allows for a day – to half a day of precious ‘AD’ time.
3) Capacity: Everyone knows it’s feast or famine for freelancers, but feast for a freelancer might not be a banquet for you, the client. Be sure to have a good understanding of your chosen freelancer’s workload and exactly how many concurrent clients they have. It maybe their eyes are bigger than their hands on abilities. This is less of a problem for agencies who have a bigger pool of staff and of course can hire should work levels remain consistently high.
4) Best practice: A good agency continues to hone and develop best practice, the opportunity to learn in an agency is one of the most compelling reason to work there. A freelancer from ‘birth’ will not have had the same exposure and will have had a different learning experience, They may have developed some shabby habits and I’m not just talking about dress code. If you are going to work with a freelancer, check their pedigree and make sure they have a good few years agency or established in- house experience that they can bring to the table with them. Ask some journalists what they think.
5) Payment terms: And finally if you know your company is somewhat backward at coming forward when it comes to settling its bills, again go to an agency where the two account departments can fight it out between themselves leaving your client relationship cosy. Working directly with a near hysterical, half-starved freelancer who hasn’t been paid for 100 days plus is not going to necessarily get you the kind of exposure you had in mind. Think Sideshow Bob on twitter.
Whoever you chose to partner with for your comms, go in with a glad heart and some real commitment, so that 2012 is a great year for you both.
Sam Howard wonders do we really need tech PRs?
A recent survey by Careers Cast suggested that the life of a PR was second only to being a pilot in terms of stress.
“It’s not rocket science!” blasted journos all over twitter.
Very true, but PR can be a trite fraught on occasion. To illustrate my point lets imagine a world where there were no PRs, because everyone in The World of Tech was just so good at connecting and communicating…
Once upon a time, there was an incredibly enthusiastic and irrepressible young journalist, to him the glass was always half full, not that he was much of a drinker, mind! One day he had to catch a bus into the village to buy more type writer ribbon. He planned to use this time on the bus to fact and spell check his work before submitting it to his editor. “You are such a perfectionist!” The wise, old gentleman would kindly chide him, whenever he handed in his copy just a little late.
In the next village there lived the most charming and charismatic inventor you could ever hope to meet. She also had to catch the bus to visit the local ironmonger, who she had commissioned to make some more phalangees, a critical component in her latest invention.
Well, it must have been fate, for on that day, these two jovial people just happened to sit next to each other. Both of them being out-going types, in possession of exceptional social skills, they soon fell into a happy rapport. In no time at all the earnest inventor was telling the curious journalist all about phalangees and their properties in an extraordinarily level of detail. The journalist had all the time in the world to listen to the long list of features that each permutation of phalangees delivered; indeed he was gripped. Having both missed their stops, they were now walking companionably back into the village together and the journalist used his psychic skills to ascertain the unique business benefits that phalangee-based engineering could deliver to his readers.
And so with a great shout of excitement the journalist stopped in the lane and cried, “I believe this to be the singularly most important technological discovery of our time! And even though my beat is actually musical theatre, I’m sure my editor will give me the cover story to tell the world all about it.”
Well, the inventor was somewhat overcome and demurred, “Golly that’s terribly decent of you, but do you think you might wait a while before you write anything as I now realise I’m not quite geared up for discovery just yet?”
The journalist nodded solemnly, and true to his word the story was published quite some time later, once the inventor had taken her suit to the cleaners, decided on her company logo and got the phalangee-based product range to stop blowing up.
Within hours of that one story breaking, everybody was talking about it, and, Ashton Kutcher, Lady Gaga, Kanye West and Stephen Fry were all begging to be among the first to beta test it and the company share price shot up and overnight the inventor became a multi-millionaire.
As for the journalist, he was ever after regarded as a technology guru whose wise words would forever be commissioned throughout the land. And they all lived largely ever after…
Yeah, like that happens all the time!
If it did there might be no need for PRs to help companies articulate their offering in a coherent way that delivered compelling copy to the media. But it very rarely does and and making it so is sometimes a thankless task. But the second most stressful career?
OK if it wasn’t for us PRs the wheels of commerce might have to travel a road more pot holed, but no, it’s not rocket science, nor is it like flying a plane, or being a nurse, a fire fighter, a policeman, a prison warder, a teacher, a carer, or even a journalist…All jobs have a level of stress associated with them and in PR I think we might secretly like it, it’s nice to be needed.