第 179 集：分析師關係完整指南，與 Drew Tambling

我們帶著我們持續的現代營銷計劃系列回來了。 今天，一切都與分析師關係有關，這是您營銷計劃中至關重要但經常被忽視的一部分。 Sprinklr 分析師和影響者關係總監 Drew Tambling 詳細介紹了它為何如此重要、如何開始，並解釋了為什麼您可能應該增加對分析師關係的投資。

您可以在 LinkedIn 上關注 Drew

所有播客劇集

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播客成績單

畢業
你聽到了嗎？ 哦？ 哦？ 是的。 是的。 現在去直播吧。 好吧，所以你挖掘音樂槽？ 有點像，

德魯·坦布林
我有一份清單。 它的 …

畢業
……令人興奮。 就像，你知道的，那是女武神的飛行。

德魯·坦布林
這聽起來像是革命性的……

畢業
不，不，不是那麼多； 它更像是，你知道的，現在啟示錄。 無論如何，一如既往地歡迎來到統一 CXM 體驗。 我是您的主持人 Grad Conn、CXO 或 Sprinklr 的首席體驗官，今天我有一位非常特別的客人 Drew Tamblyn。 Drew 是 Sprinklr 的影響者和分析師關係總監。 當我們深入研究如何編寫營銷計劃，特別是零關鍵時刻階段時，我們將專注於他角色的分析師關係部分。 所以德魯，歡迎來到這個節目，我將給你一個快速的介紹，有點掩蓋你的背景。 我要為大家介紹一下我們在這個系列中的位置，因為這是一個正在進行的關於如何編寫營銷計劃的系列。 然後我會來找你，讓你填寫我錯過的背景部分，然後我們會深入研究這個。 聽起來好嗎？

德魯·坦布林
是的，聽起來不錯。 謝謝。 謝謝你邀請我，Grad。

畢業
好的。 和往常一樣，我們以前的音響工程師蘭迪在船上，隨時待命，蘭迪，你呢？ 你在船上嗎？

蘭迪
在船上和水龍頭上。

畢業
好吧，你心動了嗎？

蘭迪
我很興奮。

畢業
你在後台興奮嗎？ 好的。 我有點緊張，其實。 是的，有點嚇人。 是的，他長得太帥了。 那就是問題所在。

德魯·坦布林
你知道嗎？ 我不知道那是什麼。 我明白了很多。

畢業
是的，不，你真的很好看。 所以我認為這只會讓人感到害怕，他們希望你喜歡他們，對吧？

德魯·坦布林
所以我試著表現得蓬頭垢面，好讓別人失望

畢業
你知道，這可能只會讓事情變得更糟。 無論如何，所以德魯現在和我一起工作了三年半，也許是四年，我想也許是四年了。 對。 我們越來越近了。

德魯·坦布林
我想我是你的第一批僱員之一。

畢業
是的。 我想，就像 2018 年 4 月一樣。 所以德魯在 Gartner 工作。 Gartner 是我們今天要討論的分析公司之一，還有 Forrester 和 Constellation 以及許多其他公司。 德魯在那裡。 他在新加坡。 而且我不是 100% 肯定，確切地說。 德魯，你也許可以填寫這個，因為它現在對我來說有點迷失在時間的迷霧中。 但不知何故，我們在新加坡遇到了德魯，並設法讓他搬到了俄勒岡州的波特蘭。 他現在搬到了勞德代爾堡。 所以他一直在慢慢地向東移動。 他和我實際上住得很近，因為我在德拉海灘，而他在勞德代爾堡。 你可能會說，“嘿，Grad，你和 Drew 可能經常出去玩，對吧？” 我想，“是的，你會這麼認為”。 所以讓我先談談我們在哪裡。 因此，我們正在討論如何制定營銷計劃。 所以我在這個系列的第一集中介紹的概念是，我會看三個階段。 這是關於編寫營銷計劃的一種不同的思考方式。 但是想想你在零關鍵時刻在做什麼，你在第一關鍵時刻在做什麼，以及你在第二關鍵時刻在做什麼，我們已經涵蓋了所有這三個關鍵時刻概覽表格。 現在，我們正在與一些特別嘉賓和其他一些討論深入探討這些支柱中的每一個，以了解如何思考這些支柱。 所以我們實際上幾天前與馬歇爾·柯克帕特里克（Marshall Kirkpatrick）討論了零關鍵時刻，並花了相當多的時間來思考如何思考影響者。 馬歇爾在為我們解包方面做得非常好。 那是一次非常棒的採訪。 當然，營銷副總裁 Marshall 也在 Sprinklr。 所以今天，我們將解開零關鍵時刻的分析師關係組件。 請記住，零關鍵時刻是人們研究您公司的階段。 在 B2B 中，這可能是最重要的階段，因為大多數第一次訪問您網站的買家已經決定購買您的產品。 因此，零關鍵時刻在 B2B 中至關重要，但在 B2C 中，人們越來越多地根據他人的話做出決定。 正是其他人的話推動了整個互聯網購買行為的變化。 所以這就是為什麼我認為公司仍然傾向於思考，我在說我自己什麼，而不是更清楚地思考他們如何影響別人說出他們想要的關於他們的話，所以他們得到了那種流量和他們需要的業務？ 所以，德魯，讓我們首先對零關鍵時刻的東西做出一點反應。 告訴我你是否覺得這是在船上，不在船上，或者從分析師的角度來看可能會增加一些觀點。 提醒我我們是如何找到你的。 然後讓我們深入研究這個話題。

德魯·坦布林
我喜歡這個術語，零關鍵時刻。 它讓我想到了很多事情。 特別是，在 B2B 週期中，您總是在考慮漏斗以及事情落在漏斗中的位置。 通常在分析師關係中，這是一場艱難的對話，因為我們看到分析師資產，在管道旅程的不同點使自己變得有價值，而且不一定只是在那個零關鍵時刻，但它可能在那個零時刻。 所以 …

畢業
讓我們在那裡停留一秒鐘。 是的，你提出了一些我以前沒有想到的東西。 我們在節目中討論了很多關於買家支持的問題，我不確定我是否正確地將其解析到模型中。 我已經強調，我注意到有這樣一個階段，有點像半個階段，在某個地方關於買家支持。 但我認為你是對的，發生的情況是，很多時候，這些分析師生產的資產被內部人員用來向他們的同行推銷“這是一個很好的決定”，對，就像，你知道的，不是我說它是 Sprinklr 最好的。 Gartner 說 Sprinklr 是最好的。 所以，你知道，如果它不成功，那不是我的錯。 我會選擇分析師所說的最好的。 對？ 當然，它總是適用於 Sprinklr，但它就像，只是，你知道，你必須有點像我認為這增加了第三方的認可，讓人們對決定感到舒服，並推動他們自己的同齡人在某種程度上與他們對齊。 您如何看待正常工作？ 你怎麼看人們要求它？ 您如何看待人們在內部使用材料？

德魯·坦布林
我認為它比這更深入。 它比這更人性化。 所以在很多情況下，是的，聽著，在很多情況下……我們是在談論 Sprinklr 還是在談論 B2B 技術銷售？

畢業
任何你想要的。

德魯·坦布林
好的，讓我們像整體一樣談論它。 大多數企業，當有人在很長一段時間內提出商業案例來投資像 Sprinklr 或其他技術這樣的技術時，他們通常會花費七位數，數百萬美元來實施這樣的技術，希望它是去做他們期望它做的事情。 有些人將他們的職業生涯與該計劃的成功聯繫在一起。 這是一個危險的提議。 因此，在分析師關係中，您已經竭盡全力在業務中實施、執行和運行的技術得到第三方分析師公司的驗證變得越來越重要，因為這成為了真相。 是的，它說我們已經啟用了這項技術並承擔了這些風險，因為這些技術已經過世界上最好的分析公司的驗證。 年復一年，如果您能夠保持這些領導地位並得到第三方分析公司的認可，那麼從 Sprinklr 的角度來看，保留該業務將變得無比簡單。 一旦我們開始滑落象限，續訂就會變得有風險。 所以我們在談論，是這個零時刻，還是有多個時刻，當然，這是人們第一次發現我們的零時刻。 但是對於那些將職業生涯的成功與特定技術的實施聯繫在一起的人來說，他們需要我們不斷得到分析公司的驗證。
畢業
你知道，我在微軟的職業生涯開始時，我在醫療保健領域，有一家醫療保健公司，它是一家名為 Klas (k.l.a.s) 的分析公司，我認為這是創始人的首字母和Klas 位於中西部的某個地方，他們控制並擁有整個醫療保健 IT 市場。 你基本上是根據你的班級等級來生死的，而且我認為每季度都會出來。 我的上帝，我們想倒在這些東西上。 這就像，被千刀萬剮或勝利的歡呼聲而死。 有這麼多騎在上面。 如果你的等級很差，你真的不能賣掉你的軟件，就像你死在水里一樣。 如果它滑倒了，就你而言，它會產生很多問題。 我們會接到 CIO 的電話，說：“發生了什麼事？ 我的董事會關注這個，我的董事會關注我匯總的堆棧的班級評級，如果它不是最好的，我會因此受到批評。 你必須解決這個問題”。 這很有趣。

德魯·坦布林
是的，你甚至沒有進入候選名單。 順便說一句，那個公司階層一直非常非常忙於自 COVID 以來出現的技術的出現。 以及對遠程醫療醫患技術和虛擬事物技術的要求。 他們一直在爆發。 但 …

畢業
那我們是怎麼找到你的？ 在我們進入其餘部分之前，讓我們快速討論一下，因為我們將深入分析分析師的內容，但我們就像，你在新加坡，不知何故 Sprinklr ......。 就像發生了什麼？

德魯·坦布林
自從 COVID 開始以來，我已經成為了一點數字游牧民族。 現在我在太平洋西北部。 很快我就會回到佛羅里達，我們可以聚在一起進行一次小型遊船之旅或類似的活動。 我們可以做一些有趣的事情。 但你可以在 Drew Tamblyn 的 LinkedIn 上找到我。 你也可以在 Twitter 和 Instagram @drewtambs 上找到我。

畢業
但是新加坡呢？ 我是怎麼在新加坡找到你的？

德魯·坦布林
你沒有。 你們以前的 PMK 領導人 Paul Michaud 先生，他在新加坡找到了我。 當它真正發生時，它是如此瘋狂。 這是我職業生涯中一段有趣的時光。 我在 Gartner 工作了八年。 大部分時間都在幫助供應鏈管理技術公司提高他們與分析師關係的能力，無論這意味著提高他們在波浪和魔力像限中的表現能力，還是實際做許多其他事情。 但那個時候，我已經做了七八年了。 我當時想，你知道，我想利用這次經歷，開始學習新東西。 我在供應鏈管理技術領域工作了七年，我想，我想學習一個新市場。 所以我開始把觸角放在那裡。 保羅和我建立了聯繫。 它只是覺得它很有意義。 這很有趣，因為當時我在想，我想去一家大型科技公司，因為我多年來一直在與 Oracle 和 SAPS 和 AWS 等公司合作。 我當時想，那種地方對我來說很有意義。 在與 Paul 進行一兩次對話後，我想，這 Sprinklr 的東西聽起來非常棒。 你知道，它有什麼很酷的地方嗎？ 對我來說，我一直在這個後台技術架構以及業務領導者和後台技術的心態上度過。 這是非常節省成本的驅動。 就像我可以從這塊石頭中擠出多少血，才能讓我們的業務更有利可圖。 但隨後與 Sprinklr 進行了一兩次對話，我就覺得，這是一種完全不同的心態。 這就是我如何使用技術來實現收入增長。 它更像是這種被增長驅動、有抱負和飢餓的心態。 這是一個更令人興奮的空間，因為它有點像這個未知的領域。 就像，你可以隨心所欲地走多遠，而不是這種心態，我怎麼能多擠一點，從這件事上節省一點成本呢？

畢業
我得告訴你； 我很高興你加入我們。 你已經做出瞭如此不可思議的改變。 我不知道保羅是怎麼找到你的。 但對保羅表示敬意。 米肖就像，太棒了。 這是一個多麼棒的故事。 你說得對，我想我是在工作的前幾週認識你的。 我想我就像簽署了將你從新加坡轉移到波特蘭的協議。

德魯·坦布林
是的，我來到了紐約。 讓我們談談這個。 這很有趣。 因為你的背景與 Sprinklr 有很大不同，我的意思是，在微軟和你之前的一些其他角色。 但是就像，你並沒有真正做很多分析師關係的事情。 這是我們進行的第一次對話，就像，“嘿，Grad，所以我們必須進行對話，因為我對營銷一無所知，但我對分析師的東西了解很多。 我的整個職業生涯都在這樣做”。 我記得那時，你告訴我一些我永遠不會忘記的事情。 你說，這是我們第一次見面，我們正走在街上。 你說，“德魯，你現在要學習的任何營銷知識，到你學習它的時候都將變得無關緊要。 但如果你能把你在職業生涯中學習的分析師的東西應用到這裡，然後你帶著飢餓而來，我認為你說的是能量和其他一些東西，你會做得很好” . 所以我記得那個時候，你沒有太多的經驗。 所以你和我一起學習，我教你喜歡，這就是它的完成方式。 這就是它的完成方式。 還有你和我一起做的前幾次分析師簡報和一些事情，不是很好。 但我們已經變得非常緊張。 我們現在有一個流程，我們已經而且我們真的非常非常專注於一些有效的東西。 我們正在取得成果。 我的意思是，就在上週，我們在第一份分析師報告中被提及為 C 演員供應商。 那是因為我們所做的工作。

畢業
棒極了。 誰提到了我們？

德魯·坦布林
這是一個名為 No Jitter 的分析師社區論壇。

畢業
哦耶。 我把它寄給了LT。 是的。 大概是這樣讀的。 是的，我們已經工作了很長時間才到達那裡。 是的，這很酷。

德魯·坦布林
被公認為一個新進入市場的人，很多分析師都覺得我們不屬於附近的任何地方。 因此，心態正在發生變化，而這只有通過有針對性的戰略分析師參與才能發生。

畢業
好吧，讓我們弄清楚我們現在要和誰交談。 所以讓我們把這個框架化，因為我是一家科技初創公司，不管空間是什麼，對吧？ 我是一家科技初創公司，我在一個空間裡。 一個正在增長的空間，因為你知道，如果它是空間（不是），我可能不會做這家初創公司。 我們不是在點對點軟件中，讓我們這麼說吧。 好的，所以我們就像，你知道的，21世紀。 假設我處於那種產品市場契合階段，這通常是當我在早期階段諮詢並與許多初創公司建立聯繫時，他們的收入大約為 25 到 5000 萬，很明顯，他們有一些事情發生了，他們可能有一兩個客戶，可能是數百萬美元的客戶，這就像我在 Sprinklr 回到 2018 年那樣，為了勇氣和概念證明，現在，那種工作，他們有一些顧客，男孩，如果我能得到一百個，我真的會吸煙，而且他們正在迅速增長。 但他們並沒有真正考慮分析師關係，對吧？ 那不是他們的心態，然後也許有些東西會出現在他們的類別中。 而且，他們在這種挑戰者象限中，突然之間，他們甚至不喜歡沒有人出來。 所以他們只是開始聽到他們董事會的消息，你必須開始擔心這個。 所以框架，如果你在與那個企業家會面，你可能會與 CEO 會面，因為他們可能甚至還沒有到位的 CMO。 所以你正在和 CEO 會面，你正在和他們聊天，如何思考，你將如何指導他們如何思考分析師關係？ 如何開始，他們需要雇傭什麼樣的人來實現這一目標？ 以及他們應該如何支出的投資曲線會是什麼樣子？

德魯·坦布林
是的，是的，它一直在發生。 而且你可以肯定，如果出現了一個類別，並且有任何吸引力，分析公司將涵蓋它。 他們將為該類別引入一項評估性研究。 它發生在去年，當 COVID 來襲時，每個人的會議都被取消了，所有這些事情。 每個人都需要轉移到大型行業會議的虛擬環境中，對。 所以一個完整的技術類別，我只是舉個例子，對，一個完整的技術類別出現了。 已經有一些公司在那裡做事，然後 COVID 來襲，他們就像，“哦，天哪，大家，我們受到瞭如此多的關注。 我們甚至沒有真正管理它的員工，尤其是即將到來的需求”。 當然，分析師也會關注這些東西。 他們會說，“嘿，有一個新興的技術類別，我們需要覆蓋它”。 然後突然之間繁榮起來，這些我們有點像緊緊抓住生命的無名技術公司處於一個由於 COVID 發生而從未存在過的類別的前沿和中心。 那實際上是一件真實的事情。 那是一個稱為虛擬事件管理軟件的技術類別。 它由 Forrester 的 Laura Ramos 領導。 所以她認為這個類別超出了她作為分析師的傳統報導範圍，但它確實發生了。 因此，對於那些發現自己處於這種情況的公司，我的建議是，首先，向分析師簡要介紹不需要任何費用。 對。 所以你可以開始你之前問過我，比如，我們在 Sprinklr 是一個完全不同的動物，我們有五個產品套件，我們有，你知道，分析師關係計劃的多年發展，並且正在做很多不同的東西。 但要開始，它並不需要太多或任何金錢。 因此，從頭開始建立這些關係，可以從簡報設置開始，您可以通過正式的 Gartner 和 Forrester 渠道正式請求做一些介紹性簡報，以便分析師知道您是誰，您為表，了解一下您的執行領導團隊。 然後我們可以從那裡開始建立關係。 我不認為這是一個非常可持續的模式很長時間，您可能需要進行初始投資才能開始建立更多正式的關係，使您能夠進行臨時的對話，並且比僅僅通過免費的更頻繁地進行對話簡報渠道，這是一個非常有限的渠道。

畢業
是的，所以讓我們停在那裡一秒鐘。 好的，我聽到了，但我想稍微雙擊一下，因為面臨的挑戰之一，尤其是初創企業家，一旦他們聽說你可以免費做這件事，他們就會立即認為他們總能做到免費，而且他們默認會很快免費。 當我擔任某種諮詢職務時，我喜歡說的是，我會說在 25 到 3500 萬之間，您的營銷預算中最大的項目應該是分析師關係。

德魯·坦布林
確切地。

畢業
讓我們談談裡面有什麼。 所以，我的意思是，我只是在總體水平上滑冰，因為我基本上就是這樣，這是我從你那裡學到的東西。 所以你是絕對正確的。 我們會看到我是一個多麼優秀的學生。 但是a），您確實需要真正為團隊配備人員，您至少需要像您這樣的人。 理想情況下，該部門的一兩個支持人員，就像我們現在一樣。 而且您將需要減少工程時間。 和其他人，你知道，SC 時間確保人們能夠以智能和簡單的方式演示和談論產品。 所以這就是錢，你必須為此投入資源。 第二件事是他們做的報告和分析師研究，更容易引起分析師的注意，我不是這個意思，這不是付費遊戲。 我想我在這裡必須非常小心，但玩遊戲是不值得的。 這不像是，“哦，如果我與 Forrester 一起工作，那麼事情對我來說會變得更好”。 不，不，他們仍然會根據你的優點合法地分析你。 但是你越接近它們，你對它們做的工作越多，你就越容易理解它們。 您將了解他們在尋找什麼，因為他們所尋找的正是他們的客戶所要求的。 因此，我認為，通過更緊密的合作來建立客戶親密關係是一種有趣的方式。 然後第三件事是，就像你如何從分析師關係中得到什麼，然後在營銷計劃中利用它，比如你如何在 LinkedIn 上談論它？ 您如何讓您的員工圍繞它進行員工宣傳？ 你如何做程序化展示廣告和所有這些東西？ 有很多規則。 但是，儘管這些感覺像是三大桶，但我錯過了什麼？ 然後也許我們可以深入研究這些桶並幫助每個人了解他們如何進行這些投資並做出這些投資決策？

德魯·坦布林
是的，你很接近。 等等，我們有

畢業
八九不離十。 你說什麼，B+？

德魯·坦布林
你說三類。 實際上，我今天運行的 AR 程序有四個核心組件。

畢業
當然

德魯·坦布林
所以我剛才談到的簡報和詢問，這就是我們的積極參與。 所以你甚至可以從支出桶的角度來考慮這些。 所以你有積極的參與。 這就是我們為讓分析師了解我們的產品、服務、計劃、創新、產品路線圖和對業務的投資所做的所有事情。 評價性研究完全是另一回事。 現在，那是波浪和魔力像限，或者我們正在參與的其他二級或三級行業評估，這些需要花費大量時間，而這更多的是您所說的資本資源分配，例如, “嘿，我們的 CEO 需要 20 小時的時間來完成這個魔力像限，對吧。 這是一筆可觀的錢，參與豁免可能不需要任何費用，魔力像限，但是您在業務資源方面投資的資本，從產品到您的執行領導團隊，產品營銷，當然，您的分析師關係資源，參與波浪或魔力像限的成本很高，在不知道自己在做什麼的情況下進行波浪或魔力像限的成本可能更高。 但儘管如此，成本仍然很高。 然後我的第三個桶是委託研究。 所以這不是免費的東西。 委託研究不是免費的，好吧。 所以這是你需要深思熟慮的事情。 但您正在與 Forrester 或 Gartner 或其他分析公司合作，創建思想領導力、投資回報率分析或基準測試練習，以使用第三方、公正的 Forrester Gartner 徽標驗證您的市場地位。 這是一個非常大的問題，因為這對您的營銷引擎來說是一個巨大的潛在客戶生成機會。 最後一個桶是我們的付費活動。 這與委託研究略有不同，因為這是有償參與。 我的想法是，它與網絡研討會、演講機會和機會，在一個閉門的環境中，在你的空間內與你的執行領導團隊或產品管理團隊會面交談關於競爭情報，並弄清楚如何在分析師的影響力方面扭轉局面。

畢業
是的，而且我認為，我有時會看到人們，可能會稍微轉動他們的眼睛，就像眨眼然後走，“哦，是的，就像，你知道，如果我們付錢給他們，那麼他們就是會給我們一個很好的評價”。 而我，我真的試圖很快地消除人們的這種觀念，因為它非常憤世嫉俗和不准確。 但是會發生什麼，讓我們稍微談談這個，我已經看到了一個良性循環的發生。 我見過你領導這件事。 所以我，再次，有點，我是這裡的學生，我看到你帶領這個良性循環，即使他們喜歡在我們的活動上發言，你知道，我們會為此付出代價。 與分析師的持續親密關係使我們變得更聰明，而不僅僅是如何與他們交談，我認為這部分是正確的。 但更重要的是，我認為我們應該如何發展我們的產品開發，我們應該如何考慮談論我們的產品，以及我們應該如何向潛在客戶推銷我們的產品。 僅僅因為您處於與客戶查詢非常接近的人的生態系統中，因為我認為人們錯過的是分析師一直收到來自公司的查詢說，“嘿，我正在尋找 C 演員供應商，你會推薦誰？” 然後他們會問一堆問題。 所有這些來回告訴他們，我們很難獲得這種洞察力。 所以和我談一談人們有時玩玩世不恭的報酬。 然後和我談談你將如何重塑這種心態，讓人們以適當的語調思考它。 然後讓我們談談數字。 我有，比如說 3500 萬，我可能會在營銷上花費 8 到 1000 萬。 你會花多少錢在分析師關係上？ 所以讓我們把它分解一下。

德魯·坦布林
是的，所以當我與某人交談時，我在每次談話中都會提到玩東西的報酬，而事實是，Grad，你可以拉動一些槓桿，也有你可以拉動的槓桿不要拉扯，就像在某些付費活動中會產生影響一樣。 但是在大而重的東西中，並沒有很多。 所以我還要從分析師的角度提到這一點，如果你是 Gartner、Forrester 的分析師，我去過那裡，對，你可能不知道你是多少 Sprinklr 或任何其他供應商與您的公司交談，如果有的話。 你只是不知道； 您無權訪問該信息。 因此，如果您是一名分析師，您坐在那裡，您無法訪問 CRM，它會告訴您，“哦，Sprinklr，我們必須更加關注他們，因為他們花了這麼多錢”，或者“哦，嘿，Sprinklr，我們只會給他們一點空中服務，因為他們在我們身上花的錢不夠多。” 那是不存在的。 分析師不知道你在他們身上花了多少錢。 他們不知道。 但是有一些你可以拉動的槓桿確實會產生影響。 這不是因為它附帶的錢。 這是因為活動是因為參與。 這是因為有機會在某人之間建立關係和情感並獲得思想共享。 我總是告訴人們這個； 當您開始與新分析師合作時，我希望您最關注的是找到共同點，您在哪些方面達成共識，就您達成共識的事情進行基線對話，建立融洽關係，以及然後，只有到那時，我們才能開始介紹一些對話，這些對話挑戰我們對事物的不同看法。

畢業
我認為我們的創始人 Raji 做得很好的一件事是，在過去的一年到兩年裡，他一直在堅持閱讀，這在一定程度上取決於分析師的出版速度。 但他會閱讀我們即將會見的分析師撰寫的十、十五份報告，他的腦子裡會有這些，他會知道他們的觀點是什麼。 實際上你會在會議上看到 Raji，提到他們在之前的研究中所做的評論，或者說，“我們同意這一點，這與我們的觀點一致”。 或者他會說，“你說它是，你知道，x，而我們實際上認為它是 y。 這就是為什麼我們的觀點與你們不同的原因”。 但他總是很清楚地表明，我認為那裡正在發生兩件事。 一個是對分析師的尊重的一個很好的標誌，你已經足夠關心閱讀他們的工作，他們顯然花了很多時間，對他們來說很重要。 第二，你正在進入他們的頭腦，以便你以一種他們可以理解你來自哪裡的方式與他們交談，他們可以正確地陷害你。 Raji 在這種做法上非常鐵桿。 現在你已經把它帶入了整個團隊的普遍做法，你提前分發了所有東西，你做得很好，確保每個人都得到了某種指導，並與所有正確的材料建立了聯繫。 但是讓我們稍微談談，比如了解你將要與之合作的分析師並花時間閱讀這些東西，我也認為這對公司來說也是一個良性循環。

德魯·坦布林
完全。 我參與了與分析師的一百萬次對話，因為存在分歧而產生瞭如此多的摩擦。 而且它從來都不順利。 從來都不順利。 從長遠來看，它會傷害你。 但是，當我們創建這些付費參與的途徑時，比如說我們正在做一個佣金思想領導文章，或者我們正在做一個投資回報率分析或其他東西，我已經為像你這樣的人創建了一個平台或者像我們的首席執行官拉吉這樣的人在很長一段時間內進行一對一的接觸，以幫助分析師完成我們已經贊助的出版物的終點線。 但是當那件事出來時，我們就有了思想共享。 我們已經就一個假設達成一致，一起出去證明它，然後一起發表。 這是一件不容易改變的事情。 通過這種參與行為，我們不僅向我們關心的分析師證明了我們價值主張的普遍真理的假設。 但是，如果您對分析師和分析師在各自角色中的 KPId 沒有很好的理解，那麼您就沒有真正好的基線來了解哪些槓桿是好的槓桿，哪些槓桿不是好的槓桿拉。

德魯·坦布林
因此，分析師就像我們在公司工作的任何人一樣，他們有績效 KPI​​，對吧。 而且我不認為這是太多的秘密調味料。 But some of these engagements that we tend to leverage that we will pull at our paid engagements are going to help our analysts that we care about be more successful in their roles than other ones that we could pull that don't really impact their performance at all.

畢業
Interesting, I'd not thought of it that way before. 我喜歡。 That's good framing.

Drew Tambling
So yeah, and there was one thing too. That the same thing goes for your support team, too. So if you're working with Forrester, Gartner, you've got your analyst community, but you also have a whole host of other people that you work with; they're project managers, they're account managers, they're research coordinators, and you want to enable all of these people that support your organization. Here at Sprinklr we've got a dozen people at Forrester, a dozen people at Gartner that support our contract or support our account with them. And it's my job to make sure that every one of those people on the journey, to my best ability, are being successful in their roles, because they're going to be that much more able, willing, and, you know, hungry to help us in the future when we need it. Let's say Grad needs to talk to an analyst yesterday. And I need to make that happen. Typically, through normal channels, it might take a couple of weeks for that to happen. But you might have a meeting with the board this week. And you need to get some information, or you need to get a sounding board. And probably make that happen. If we're enabling our account teams to be successful, too.

畢業
That's awesome insight. 我喜歡那個。 So let's talk about budgeting. So you know, I'm spending eight to ten million bucks on my marketing budget right now, I'm not spending any money on analyst relations, haven't really thought about it. You know, here's Grad and Drew like pounding the table and saying, “Hey, this is really important. You got to do this”. The CEO, I'm thinking wow, what do I carve out for this? How would you think about that?

Drew Tambling
Well, as a baseline, you need entitlement to their research services, which will also give you access to analysts, and it's usually unmetered. So you can talk to the analysts as much as you'd like to. For a firm like Gartner or Forrester just an entry level access and entitlement to Research and Engagement Services is going to cost you between 50 and 100 grand. So I would set aside, just to get a relationship started, a couple hundred bones, and that should get you going. But then we can talk about like taking it to the next levels. Like when you're at a point where like Sprinklr is, we're a public company now, are you allowed to talk about revenue about Sprinklr on this thing? 要不然是啥？

畢業
No, we don't do that. Well, we would only share, I guess we can, we would only share what we've shared publicly. I don't talk about Sprinklr a ton on the show. I talk about unified CXM mostly, so we could say that in the last earnings call our CFO did reveal that we have a half a billion-dollar run rate. I think that's where you were going, right?

Drew Tambling
Yeah, that's where I …

畢業
That's public information. So anything that's public we can talk about and that was right on the earnings call. So yeah, we're at a pretty decent scale. 對。 We're 10x versus this theoretical company that I'm talking about.

Drew Tambling
Don't quote me, but I think it's right in the ballpark – 10% of our marketing budget.

畢業
真的嗎？ 哇。 好的。 Well, we can't talk about what our marketing budget is. So we're going back to our eight to ten million marketing budget. See, I'm taking us to the Series C Company because I want to keep it really far away from Sprinklr. See what I'm doing here? And so in the so Series C, so I'm spending eight to ten million bucks, you'd be saying you should be spending 800 to a million bucks on your Analyst Program, which does sound right to me: things like an analyst event. 讓我們談談那個。 That really hasn't come up yet.

Drew Tambling
That's a totally different poll. You might need to double the budget just to do a successful analyst event.

畢業
好的。 好的。 So what would an analyst event look like? And why would you do it?

Drew Tambling
They're lavish and a lot of the competitors in our market in particular, like especially C cast market and other front office marketing technologies. They put together some serious analyst events.

畢業
You were telling me about one … don't use any names. So don't use any competitor names here. But you were telling me about one that I think involved helicopters because I felt like this is just to give people an example and this is not a crazy big company. And this is not a crazy over the top analyst event, but just to give people a taste of what's going on out there.

Drew Tambling
You remember the example? I would think that they are over a billion in revenue.

畢業
I'm pretty sure getting close to that.

Drew Tambling
Yeah, yeah, something in that ballpark. Okay, so they did the whole Yellowstone like experience? Do you watch Yellowstone yet? 不？ Oh my god, you got to watch it.

畢業
No, everyone tells me you have to watch. I'm still working my way through the new Sex in the City. And I'm re-watching Billy in Season Three, so I can watch Season Four and understand it. My plate's full right now.

Drew Tambling
You're going to lose the month of your life in Yellowstone, and you're …

畢業
I'm almost afraid to watch Yellowstone. So many people have told me how much I'm going to love it, I'm afraid to actually watch it. So I know, I'm just going to, like, disappear for a while. And you know, they'll be sending like search dogs for me and stuff like that.

Drew Tambling
This company, which also is kind of one of our competitors. And I keep an eye on this stuff. Because, you know, it's a very similar pool of analysts, right. So they flew everybody into either Helena or Billings, Montana. And from there had each person picked up in a helicopter, flown into a private ranch in Montana, where they had an analyst summit over the course of several days. And they did, of course, all of the stuff that you do in an analyst Summit, where you're doing product information, you're doing a CEO address, you might invite a guest speaker, you're doing product demonstrations, you're doing all of the stuff that needs to get done. But in addition to that they did a gun range thing that happened, there was horseback riding that happened, of course, the sightseeing tour around the Teton mountains with helicopter rides. These things get pricey and there's no ceiling to it.

畢業
So how many analysts do you think they would have invited and how much do you think they spent on that event?

Drew Tambling
I think they invited between 20 and 30 analysts and influencers. I think that they spent seven figures on that event.

畢業
Like more than a million dollars. 哇。 But that's a smart company, that's a company that knows about the zero moment of truth, it understands that this is where the buying journey starts. And if they get it wrong at that stage, you can't really turn it around with a bunch of programmatic display ads, you've got to, you've got to get it right.

Drew Tambling
That's a market where a technology company like that is getting 75 to 80% of their leads straight through analyst relations. I mean, that's their whole game.

畢業
對。 You may look at your marketing plan as primarily an analyst relation plan.

Drew Tambling
That's a category where a major (and a couple actually) major analyst evaluations magic quadrants or wave have existed for that category for 20 years. And if you're not a leader in that space, then you aren't on a shortlist. Nobody's considering buying unless you're a leader in that space. And the leaders in that space have maintained their leadership for over a decade.

畢業
People are probably dying to know who we're talking about; we're not going to tell you … unless you pay us a lot.

Drew Tambling
They also say this, Grad. it's pretty common for analysts, for firms like a Gartner, they report that as much as 50% of category revenue is owned by the leaders of that market. So if you're a leader in a Magic Quadrant, 50% of the market category, of course, Gartners and Forresters, they create their own market category. So do with that what you will, but 50% and typically, on average, there's usually three or four leaders in every evaluation.

畢業
這聽起來很對。 是的。 Three companies. 50%。 是的。 Sounds about right. 是的。 好的。 So you had mentioned in our sort of pre-briefing that sometimes there are unintended consequences so talk to me a little bit about that. I can't wait to hear this.

Drew Tambling
So I've had a really cool journey here. So it's been four years, and I was the first of my kind, there was no analyst relations department before I came. And one of the coolest things and the most proud things that that I encounter on a daily basis is when you're in a company like Sprinklr that's gone through an IPO and grown so fast. I mean, we were grabbing over 1000 people when you and I joined, and we're what are we now?

畢業
I don't think we're public with that number. But many, many,

Drew Tambling
So it's, it's many x's, many x's. People every day, hit me up on Slack and send me emails and stuff internally. When, for example, my newsletter publishes, I'll get emails from people. And they tell me that Sprinklr's recognition as a leader in various categories that we participate in, MIT waves and Magic Quadrant specifically, was a determining factor in them joining Sprinklr. So recruiting, it's a huge recruiting tool.

畢業
That must feel great. Look at the thousands of lives that you've influenced. By the way, for the audience, you publish a wonderful newsletter. We're actually working on a newsletter right now. And we're using your template as our base template. And it's called Analyze This, which I thought was super-duper fun. Nice template though, all done through Sprinklr, too, all powered by Sprinklr. A beautiful job on that so I really love your ….

Drew Tambling
When you go when you use your template, make sure you run it through the brand team because I got …

畢業
查看。 是的，我知道。 I always talk to Jan, but I loved what you did. Nice, nice piece of work and well-written with lots of punchy like, What? 為什麼？ 我在學什麼？ It was really well done in terms of value.

Drew Tambling
Credit to Karen Orether, our analyst relations manager on my team.

畢業
她真棒。 謝謝你，凱倫。 Great work, great work, it's really a great piece of work. Okay, so keep going – unintended consequences,

Drew Tambling
招聘。 So number one is recruiting, and number two was, I never expected this to happen. But one of the biggest bright spots of my career so far here at Sprinklr was going through an IPO. Nobody ever tells you that this is going to happen. But there's a huge roadshow. Grad, you were probably in the room for all this stuff. And you're going around to all of the different investment institutions that are going to help you get to a financial milestone like that. Slide number two in that deck is all of the analyst relations trophies that you've collected over the years. And it's the industry's way of validating the strength of your technology and the viability of your market.

畢業
So I thought when you said the highlight of your career, just for a second, I thought you were going to say working with me, but I, I guess I'll still go focus. I'll focus more; I'll try to do better.

Drew Tambling
I've learned more from you than anybody I have in my career. Well, I'll give you that insight. 不論結果好壞。

畢業
You don't have to say that. Oh, for better or for worse. Oh, good and bad, right? 是的。 Mostly, I've learned what not to do. I actually said that to my dad once. He was like, “Yeah, what lessons have you learned from me?” I said, “Oh, a lot of things about what not to do”. I don't think he appreciated that very much. But you know, it was true. Alright, so this has been great. So I'm, I'm feeling like, if I'm talking to this CEO of our theoretical Series C Company, I think he's thinking, wow, I'm really not investing what I should be investing here. And I'm not thinking about this in as holistic and sort of deep way as I need to. So let's coach this person up a little bit because it's also a little overwhelming, like, where do I get started? And how do I find a Drew? And I mean, we had to go to Singapore to find you. It's, you know, halfway around the world to find you. You know, people like yourself are not just falling out of the trees. So what do I do next? And how do I get going? And is there a way for me to scale this with a vendor model? Or how do I get rolling more rapidly while I wait to find like my perfect analyst relations person?

Drew Tambling
So first, the first things Forbes published an article this past week, the top 15 jobs in demand in 2023, and number 10 was analyst relations. Number 10. This is the Forbes article. People are recognizing how important this is, in terms of really scaling businesses, especially in B2B technology. I would say this, I would say if you're a Series C, and you haven't gotten your foot wet with analyst relations yet, first of all, you need to do a little bit of analysis in terms of what's the scope of analyst coverage for your market, if you're a Sprinklr, and you've got several product suites that have (we track 60 to 70 analysts across five different markets) and it's a very, very complex ecosystem of analysts, right. So you need to have some serious resources behind a program that's going to be successful for a company like ours, and technologies like ours, but in a lot of markets, like you might be a technology that's in, you know, like identity verification, or proofing, or something like that, that has much more of a narrow focus, right, you're essentially a point solution, right. And it's a deep category that has a lot of tenured analysts in it. But maybe there's only five or six analysts that are really going to move the needle in terms of your analyst relations program, and what kind of earned side assets you're going to get out of that program. If that's the case, then you're going to take different approaches to it. If you're a Sprinklr more on our side of the fence, you're going to need to dedicate some time to looking for somebody that's like me has a background similar to me. And it's not a cheap investment, and you're investing in a program and you're going to have to like, understand that with this type of investment comes, hey, we're going to find somebody that's capable and has deep level experience of doing this kind of thing. But also, that's just the beginning of the investment because what you're going to invest in the program is going to be a factor more four or five, six times more than that. But if you're somebody that operates in a point solution, and you haven't yet started to tap into the value that analyst relations brings you, I would actually probably advise that CEO to start with a firm, right? So there's lots of different analyst relations, consulting firms that are around for a fraction of the cost of bringing a Drew, can start to really turn the needle,

畢業
Well, your pizza budget alone is crazy. Like, I'm just going to put that out there. So it's really, really off the charts. So what would be an example of an analyst firm? 你有什麼？

Drew Tambling
Yeah, there's one that I've, (I've actually looked into augmenting some of our capabilities with firms before) there's one that's called Spotlight. There's another one that's called like, ARInsight. There's one that's based in the UK that's quite big as well, I can't remember the name off the top of my head. Maybe we'll put it into the notes here in your podcast, but, um, for a fraction of the …
畢業
We don't have any notes. 沒有註釋。 It all happens here in real time. We don't edit it either. 所以 …

Drew Tambling
This is just going to be straight raw all the way.

畢業
Always raw. 是的。 Like I make publicly available.

Drew Tambling
Yeah, well, okay. 所以

畢業
It makes Randy happy. So, right, Randy? it's the mistakes that are fun. And sometimes I feel like Randy throws me just for the hell of it. Show Notes, and we do have show notes.

Drew Tambling
We will have show notes. So back on track. A firm like a Spotlight would be really good at sort of like the coordination of analyst activities that need to happen. And they'll also be pretty well equipped to coach your executive leadership team into discussions that need to happen. So they'll coordinate all that stuff, they'll manage the relationship, and then they'll coach your executive team, just to have those high-level briefings and inquiries that you need to do to establish relationships. Once you've done like established relationships, and you see the direction that the relationship is going in, you can then start more casually slowly looking for the right fit to manage a program. Getting started, you don't need to find a Drew, like there's other things that you can do.

畢業
That's great coaching.

Drew Tambling
And this is not my bid for Grad to replace Drew with an analyst.

畢業
Oh, and he slowly puts down the phone. No, no, that is actually that is good advice. Because part of the problem that all these startups are having is just finding people, it's become really challenging. And it's getting difficult to scale a lot of these things. And they're sort of sitting there waiting to find a whole bunch of very important roles that are difficult to hire and difficult to find. And it's tough. And I've seen more and more sort of agency-like models springing up in all sorts of different ways. And you know, actually, I'm a big fan of that model. I mean, when we built the Customer Experience Center at Microsoft, we scaled it by using JeffreyM. And we had a vendor-based model where they were called Orange Badges so they had access to Microsoft facilities, they had a Microsoft badge that was slightly different. The blue badges were full-time employees and orange badges were vendor employees, but they had kind of full access. And you could work with them as like they were internal employees, but you also had the flexibility to manage them like a vendor. And so that model worked. It took us a while to get to that. We failed two solid, resounding times before that. But once we got that model, and the JeffreyM folks are amazing, too. So that that just sort of worked. But I think that model in these spaces, I always, whenever I am kind of advising, I'm always saying, look for that to scale right now. Because you might need to scale back or you might need to scale up super-fast. And in both cases, it's really hard to do it with a full-time employee perspective. 那太棒了。 So, Drew, this has been awesome. I appreciate the time. This has been really fantastic. What else would you give our theoretical CEO as advice? Or what advice would you give people generally who are thinking about analyst relations, this is kind of a chance for you to kind of put a button on all this, like, the one thing you should make sure you do is you know, never open the hood at 60 miles an hour or something like that. 對。 So what's the thing that you would say? The kind of thing you'd really focus on, really think about? And then we'll wrap, if that's enough,

Drew Tambling
唔。 是的。 Uh, so analyst relations as a practice isn't going anywhere. Firms like Gartners and Forresters are only continuing to grow. There was a time eight years ago, ten years ago when I started at Gartner that our share price was trading at $13 a share. Gartner trades at $350 a share today. The company has grown so big and their whole growth strategy is based on acquisition. If you look at adjacent functions within the marketing organization like customer review sites and competitive intelligence, Gartner is acquiring the G2 Crowds and TrustRadiuses.

畢業
So they have a Peer Insights now, right. That's the Gartner …

Drew Tambling
是的，是的。 … in a natural extension. Yeah, I'm going to say it here. In the next three to five years, either a TrustRadius or a G2 Crowd will be acquired by Gartner. That's how they grow. That's what they do.

畢業
We're Forrester for them or a Constellation?

Drew Tambling
We're Forrester for them … or a Constellation, sure. Could be any of the above. There's a hundred other little firms out there. So the discipline of analyst relations as a career path is going to continue to stay in place, it's going to continue to grow. And some of the capabilities that you need to be able to do that job effectively, are going to grow, and it's going to grow into some competitive intelligence, it's going to grow into some customer engagement functions. So I don't think it's going anywhere. And if there's anything, people that are thinking of breaking in, I think the best way to break in is kind of the path that I took. There's great opportunities that firms that are analyst firms to get into and understand how that machine works, right, there's been nothing that's been more effective for me in my career, than understanding how the levers inside of those systems are pulled, and what they mean when they are pulled. Because on my side, now, I'm able to effectively use those tools to drive influence. And I think that that's probably been the biggest asset of my careers, you know, being able to take that experience and parlay it into a role where I'm actually helping a company grow.

畢業
Wow, that is a great, that is a great summary, great button on this, I really appreciate that. And Drew, I'm just going to say one more time, I really appreciate you. You have done an extraordinary job for Sprinklr. Really, I mean, I didn't find you. And I guess I sort of signed the offer papers and stuff like that, but it was Michaud that really brought you in, which is like Paul did a great job there. But man, it's just been amazing. I really valued and really enjoyed working with you. And our relationship has been fantastic. And just seeing you continuously up your game, as we've continued to kind of expand the number of categories that we're in, like it really is a monster program now and it didn't start out that way. So you're just doing an incredible job. So thank you very, very much. All right, well, I'm going to wrap now if you don't mind. And do you have anything else to add or do you have any kind of like, you know, website address or link or anything?

Drew Tambling
No, no, thanks so much for having me. This has been super fun. I'd like to come again, please have me again sometime.

畢業
You're welcome anytime. All right, for the Unified CXM Experience, I'm Grad Conn, Chief Experience Officer at Sprinklr and today we were interviewing Drew Tambling, who's the Director of
Analyst Relations and Influencer Relations at Sprinklr. Drew gave us his insight on how you can use analyst relations to leverage the marketing motions of the zero moment of truth and we're going to talk about reviews pretty soon in the next zero moment of truth piece, and we'll be obviously digging into the other pillars. So that's it for today, and I'll see you … next time.