Duncan Chapple

Sensitizing social data science: combining empirical social research with computational approaches to influencer detection
University of Edinburgh
January 09, 2017

Developing a predictive model with four data mining applications
City University of London
December 12, 1998

An overview of the data set is given. We evaluate the operational effectiveness of four data mining tools: Clementine, NeuroShell2, See5 and SPSS/AnswerTree. We evaluate the ability of each application to connect to a flat file, to clean it, and data-mine it to build a predictive model. The performance of the different tools in undertaking these tasks is compared. We show the ability of all the tools to generate a useful model employing most of the training set was limited. The also present an evaluation of the resulting models, showing their accuracy against an unseen test set. There are two appendixes: one summarises the technical specifications of the software while the second makes some notes on the development of Kohonen networks.

Geschäftliche Risiken für europäische KMUs
Intel
April 05, 2024

Das Ungleichgewicht zwischen Technologienutzung und der Wahrnehmung
von Informationsrisiken bedroht europäische KMUs
Kernpunkte
• Führungskräfte in westeuropäischen KMUs sind sich darin einig,
dass die Informationssicherheit das größte Risiko für Unternehmen
darstellt. Auf die Frage, welche der Gefahren von den KMUs als die
schwerwiegendste eingestuft wird, nannten 66 Prozent der KMU­Vertreter
die Kompromittierung vertraulicher Geschäftsinformationen.
• Die Technologie selbst wird von den europäischen KMUs als vernachlässigbares
Geschäftsrisiko betrachtet. Dadurch steigt die Gefährdung für Geschäftsinformationen, da die zugrunde liegenden Systeme ungeschützt bleiben.
• Das größte Geschäftsrisiko in Frankreich ist die schlechte Stimmung unter den
Angestellten. Diese wird von 59 Prozent der KMUs als hohes Risiko bewertet.
• 70 Prozent der KMUs in Deutschland sind der Meinung, dass Sicherheitskompromittierungen das größte Risiko darstellen. Dazu gehört insbesondere
die Exiltrierung vertraulicher Geschäftsdaten.
• In Großbritannien werden vor allem Schwierigkeiten bei der Zahlungsmoral
von Kunden (70 Prozent) sowie Änderungen in der Unternehmensführung
(70 Prozent) genannt. Diese Risiken sind hier erheblich größer als in den
europäischen Nachbarländern.

The risks and rewards of programmatic media buying
Lighthouse
January 25, 2013

Programmatic media buying (PMB) has rapidly transformed the purchasing of advertising. Audience targeting and yield management are being integrated with real-time bidding in ways which transform advertising. Marketing budgets are under increasing pressure. Publishers, advertising agencies and networks, and their clients’ marketing managers all see PMB as a way to get more value. PMB brings huge benefits, including greater transparency, choice and insight. However, it requires analytical and technical skills that differ from the strong negotiation skills of media buying professionals. It has produced new opportunities for media organizations and new challenges for the CIO. This report summarizes the trends behind PMB, its impact on marketing operations and on the traditional media holding companies, and the risks and rewards that PMB produce for both marketers and the CIO.

2024’s new opportunities for analyst relations success: February’s LinkedIn newsletter
Import from wordpress feed
February 09, 2024

Which analysts are most influential

E-CRM: Personalisation Technologies for the Web
Ovum
January 07, 2000

You should read this report if you are in one these sectors:-- Retail - Whether you already have a web presence, or you are considering your options before building a site, you need to know how you can see a return on your considerable investment. Find out how you can maximise the information you may already have gained through dealing with your customers and how you can gather more through personalisation in e-CRM: Personalisation technologies for the Web. Finance - With more entrants into this marketplace, you need to maximise the knowledge you have about your customers. Only by embracing the opportunities e-CRM offers will you be able to maximise market share. dotcoms - As the traditional bricks and mortar retailers increasingly establish an online presence, how do you stay one jump ahead? e-CRM: Personalisation technologies for the Web guides you through the multiple approaches you can take to increase customer retention and give you the opportunity to operate profitably. Telcos - You are increasingly marketing your products on-line. An understanding of this new technology is essential especially as you move into supporting mobile commerce. Product Vendors - The e-CRM market is growing quickly and your customers have high expectations. But how can you successfully position both your products and your company for survival and success in this rapidly changing market? Find out in e-CRM: Personalisation technologies for the Web. Systems Integrators and Consultants - Your clients will be increasingly demanding information and advice about customer management for their on-line clients. You need to understand the new market opportunities and issues involved in the move to e-CRM, who are the new suppliers and what are their strategies to be able to offer best advice. From the Back Cover Lessons from the frontline - 6 pointers from Ovum to ensure success Get the business vision right. If your killer business model isn't supported by existing software, think seriously about building software to enable the vision. Implement features incrementally, only after you are sure that the scalability, security and architecture exist to support them. Sticky sites need complex personalisation and customer relationship management. The biggest technical challenge is complexity. Business-to-consumer commerce involves rapidly changing content and business rules. Simple off-the-shelf web shops can freeze your business, so look for process workflow, eCRM and web content management software that gives good support to changing business needs. Don't take the vendor's word for it - or the reference site that got the software for free. Try software before you buy it. Build and buy. Don't build everything from scratch: use existing software and pre-built components where you can.

E-CRM: Personalisation Technologies for the Web
Ovum
January 06, 2000

Get the business vision right. If your killer business model isn't supported by existing software, think seriously about building software to enable the vision. Implement features incrementally, only after you are sure that the scalability, security and architecture exist to support them. Sticky sites need complex personalisation and customer relationship management. The biggest technical challenge is complexity. Business-to-consumer commerce involves rapidly changing content and business rules. Simple off-the-shelf web shops can freeze your business, so look for process workflow, eCRM and web content management software that gives good support to changing business needs. Don't take the vendor's word for it - or the reference site that got the software for free. Try software before you buy it. Build and buy. Don't build everything from scratch: use existing software and pre-built components where you can. " From the Author You should read this report if you are in one these sectors:-- Retail - Whether you already have a web presence, or you are considering your options before building a site, you need to know how you can see a return on your considerable investment. Find out how you can maximise the information you may already have gained through dealing with your customers and how you can gather more through personalisation in e-CRM: Personalisation technologies for the Web. Finance - With more entrants into this marketplace, you need to maximise the knowledge you have about your customers. Only by embracing the opportunities e-CRM offers will you be able to maximise market share. dotcoms - As the traditional bricks and mortar retailers increasingly establish an online presence, how do you stay one jump ahead? e-CRM: Personalisation technologies for the Web guides you through the multiple approaches you can take to increase customer retention and give you the opportunity to operate profitably.

Influencer Relations: Insights on Analyst Value
Folrose
December 31, 1969

Valuable analyst and advisory firms like Gartner Inc and Forrester Research influence half of the world’s spending on information and communications technology. As a result, tens of thousands of analyst relations professionals are engaged in influencer marketing campaigns focussed on shifting those researchers and consultants impact on high-growth markets. No-one has more expertise into the value of analysts and advisors than Duncan Chapple and Sven Litke. As the managing partners of Kea Company, the world’s largest analyst relations consultancy, their book gives their insights into how analyst value is created and captured.

Industry Analyst Relations - An Extension to PR
Folrose
December 31, 1969

In today's world companies in almost all industries depend more and more on a powerful IT infrastructure. Networked computer solutions are no longer just an electronic filing system or an infrastructure for an email system. Today, a company's superior IT infrastructure can become the most dangerous weapon of a company. It allows for quick adaptation to changing business requirements, it enables an agile corporation, it allows fast access to data to support fast decisions, it can become the most powerful sales tool of the company - rather than just supporting a sales organization. IT vendors who sell mainly to businesses - rather than to consumers - should be interested in industry analysts praising or recommending their products to their clients, i.e. to the vendor's potential customers. An analyst program is all about becoming a trusted advisor, to use a popular phrase. We will understand later that we actually do not want to influence the influencer, but a good industry analyst program is about building the trusted relations that overcomes the obstacles to informing industry analysts properly. In fact, the influential analysts do not need at all "to be sold to".They will insist on receiving facts.
They will not allow their objectivity and independence to be compromised. But a true industry analyst relations program goes beyond providing information to industry analysts. A true industry analyst relations program consists of several dimensions. It is based on the idea of bringing top industry analysts into a strategic partnership with a company. Once a true partnership is established, a corporation can benefit in multiple ways from the knowledge that sits with the analysts.

Curmudgeon: How to Succeed as an Industry Analyst
IT-Harvest Press
August 09, 2020

Curmudgeon is the first (and only) book on how to become and excel as an industry analyst. It is written by a 20 year veteran of the business, the author of UP and to the RIGHT: Strategy and tactics of Analyst Influence.

Analysts on Analyst Relations : Practical Secrets for Winning Big
Robin Schaffer
December 31, 1969

Analysts on Analyst Relations is acomprehensive and practical guide to launching and operating a world-class analyst relations (AR) program. It incorporates the collective insights of over 50 successful, top-of-their-field analysts – voices often missing in the AR conversation. Contributing analysts represent top-of-the-market firms, from the giants that dominate like Gartner, Forrester, and IDC, to the critical one-person analyst shops that wield influence beyond their size.

The Valorising Pitch: How Digital Start‐ups Leverage Intermediary Coverage
Journal of Management Studies
February 21, 2022

As an unknown quantity, new ventures rely on influential intermediaries to endorse them. However, in some areas, like digital entrepreneurship, there is fierce competition for intermediary attention. Failing to garner intermediary support can mean ventures lack the resources needed to prosper. Still, it is unclear how they attract coverage, how intermediaries evaluate those vying for attention, and what influence this has on venture development. We conducted qualitative inductive research on how digital ventures sought coverage from industry analysts. Our process model of intermediary evaluation shows how ventures must perform a ‘valorising pitch’ to move from being an unknown quantity to engaging the intermediary to being valorised. Drawing on valuation studies scholarship, we propose an enhanced model of intermediary evaluation that depicts industry analysts as not just identifying but also ‘creating’ the value of ventures. We offer contributions to the literature on new venture development, intermediaries and digital entrepreneurship.

From Pitching to Briefing: Extending entrepreneurial storytelling to new audiences
Organization Studies
June 01, 2021

Accounting for the Entrepreneurial Story: How Accountability Shapes Projective Storytelling
Academy of Management
January 01, 2019

Our research explores how entrepreneurs build support for nascent ventures through storytelling, especially by producing ‘projective’ stories. This interest in the future raises questions about how stakeholders might assess stories and hold entrepreneurs accountable for promises that do not seem realistic or fail to materialise. To address these questions, we investigate how digital entrepreneurs pitch their stories to industry analysts and, in turn, how these analysts hold their stories up to the light. We develop a process-based lens to show how stories are subjected to an escalating scale of accountability where entrepreneurs are asked to defend, and evidence claims. This lens explains both how stories are adjusted in practice and how accountability can reconfigure the processes of entrepreneurs and shape of their ventures. We conclude by considering the implications of our findings for research on entrepreneurial storytelling.

Market amplification or transformation? The role of industry analysts in spreading WOM in B2B
Journal of Business & Industrial Marketing
December 31, 1969

The purpose of this study is to address these questions. Word-of-mouth (WOM) is increasingly important in business-to-business (B2B) decision-making. Yet, research on this topic is rather limited, and often borrows from business-to-consumer (B2C) WOM literature. The question remains as to whether these assumptions realistically occur in B2B WOM. Specifically, this study explores the following questions: What value does B2B WOM have? Why do social media influencers in B2B engage in WOM? What type(s) of social media influencers spread WOM in B2B?

The Second Most Important Pitch: How Nascent Digital Ventures Build Credibility by Briefing Analysts
Academy of Management
December 31, 1969

It is well known that if nascent ventures secure coverage from an intermediary, this enhances their credibility, but detailed examination of how intermediaries decide to focus attention on particular ventures, and what their backing provides, are rare. Based on an inductive qualitative study in the digital area, we develop a process model describing the mechanisms by which digital ventures engage with intermediaries along a continuum where they move from being an unknown quantity to participating in their screening processes to being able to leverage intermediary support as a credibility strategy. We reveal how it is becoming common for nascent ventures to pitch to intermediaries to win their attention rather than carry out generic market actions as suggested by the literature. Through drawing on valuation studies scholarship, we identify the critical processes in these pitches that facilitated movement along the continuum. Our study extends understanding of why nascent ventures successfully pitching to analysts and receiving positive evaluations is essential in furthering their growth and development."

Solving 5 key Analyst Relations bottlenecks Insights from the Analyst Advocacy Study
SageCircle
March 01, 2024

Analysts relations create and amplify analyst advocacy, which, in turn, transforms the impact of B2B technology solutions. However, because amplification is a force multiplier: any bottleneck in the flow of influence massively reduces the value created in other stages.

In this data-driven discussion, you'll hear insights from both elements of the Analyst Advocacy Study. This extensive study allows analysts to explain to vendors what they need to better inform tech markets. Firstly, the online and telephone-based Analyst Attitude Survey shows what is driving - and hindering - analyst recommendations. Secondly, Spoken Word Audits (SWA) conversations elicit best practices and pain points that allow us to recommend how a program needs to chance to resolve these bottlenecks.

In this webinar, AAS founder Duncan Chapple and Ian Scott, research director of the study since 2012, will discuss the five most common bottlenecks and outline how the study can help your program identify and solve its key challenge.

European SME Business Risks
Intel
March 03, 2013

"Gap between technology and information risks threaten Europe’s SMEs • Decision makers in western European SMEs are agreed that information security is the highest risk to business. The top risk, identified by 66% of SMEs from a range of factors, is a breach of company-confidential information. • However, technology itself is perceived to be a low risk aspect of business management for European SMEs, creating a risk gap between business information and the systems that manage it. • Low employee morale is the top risk facing businesses in France, with 59% of SMEs rating it as a high risk. • The highest risk in Germany, according to 70% of SMEs there, is a security breach, such as hacking into company-confidential information. • The UK is more likely to cite challenges with customer payment (70%) and executive management team changes (70%) as higher risk factors than its European counterparts. Security professionals and small- and mid-sized enterprise (SME) business leaders have a frustrating relationship; while information technology (IT) managers talk about security as a technology issue, that doesn’t connect with business leaders, who are more focussed on business information. In this study, McAfee closes the gap between these two communities. Using the data from more than 1,000 interviews with decision makers in the three major western European markets, we show how they see risk – and how that differs between countries. The online interviews have been conducted for McAfee by Loudhouse Research, an independent consultancy based in the UK. In total, 1,005 decision makers in SMEs have given their opinions, in France, Germany and the United Kingdom. The survey asks SMEs about their operational strategy and the risks that threaten their business. The survey identifies which of 24 risk scenarios, ranging from HR and finance, through to business information, are seen as high or low risk by decision makers."

Measuring the effectiveness of analyst relations outreach
Lighthouse
March 25, 2007

In a nutshell • Analysts’ influence keeps on rising over businesses that buy technology. • However, even vendors with well-resourced and positive media relations often develop poor relationships with analysts. • Analyst relations without objective measurement make proving ROI difficult for vendors because they are not measuring how well they are doing. Typically, they are using measures which are bad, one-sided or just self-serving. • Analyst relations programs need require objective measures that are both qualitative and quantitative – and focusing us on the analysts who really impact sales.

How strongly do industry analysts influence buyers of high technology?
Lighthouse
January 01, 2007

• Analysts affect purchasers both through direct contact with buyers of software, hardware, telecoms and associated services and indirectly, through investors, journalists, equity analysts and their audiences. • Analyst influence is felt through the entire buying and selection cycle. • Over 40 per cent of businesses with revenues of over $100 million use analysts: so do 80 per cent of Fortune 1000 companies. • Independent analysis and consulting on high technology is a five billion dollar market, according to market leader Gartner.

Evolve or die. UK SMEs, dot.commerce and the future for business communications
Brodeur
January 06, 2003

There is a substantial shift in the way in which small- and medium-sized enterprises [SMEs] are using Internet and data services. There is also a substantial growth in how SMEs are using the net for business communications. Indeed, research by the Department of Trade and Industry shows that that small, medium and large companies are getting online at the same speed as each other. This starkly confirms that the Internet is the great leveller – allowing SMEs to compete with corporations and multinationals. This rapid adoption of the Internet reflects a new generation of SMEs finding new ways to exploit the power of technology.

Why do analyst relations in every region where you want to sell
Lighthouse Public Relations
April 08, 2002

In A Nutshell •Many US-based high-tech vendors understand that market analysts influence between 40% and 60% of their sales •A few vendors focus their outreach to analysts almost exclusively in the US. This seems to make sense because US-based analyst houses comprise the majority of the analyst industry •However, analysts outside the US influence many billions of high tech spending-and meeting analysts in the US doesn't transfer knowledge across to them •US vendors will lose sales, the opportunity to validate their strategy and also insight into local markets if they only speak to US analysts •To avoid this loss, vendors should allocate their analyst outreach between the regions in line with their desired sales Introduction Technology analysts have growing influence. According to the US journal Darwin, $15 billion was spent last year around the world on the services of market analysts. Not only does each analyst advise users, investors and buyers in their own country, but also many analysts serve customers in other countries and regions of the world.

room33’s view of the mobile Internet
room33
October 19, 2000

The enormous potential of mobile is hinted at by the investments in building Third Generation (3G) networks. According to The Economist in mid-October this year, telecom companies “will invest more than $300 billion bringing together the two hottest technologies of the moment: the mobile telephone and the Internet. This mind-boggling sum will be split, more or less evenly, between the money they are paying to governments for licenses to use the necessary spectrum, and the cost of building new broadband networks to transport data at high speed.” This investment reflects the telecom companies’ assumption that 3G will see a fundamental transformation in the use of mobile devices. Mobile telephone will grow from voice transceivers into credit cards with antenna. By 2005, mobile devices will be the most common way of making telephone calls, the most common way of connecting to the Internet, the most common form of electronic payment and the most powerful outlet for one-to-one personalised marketing. In short, the mobile Internet will be used for applications as well as for accessing content. It will be the permanent helpmate of the time-poor urbanite.

Marketing cloud rivalries grow as Oracle buys Eloqua
Lighthhouse
December 31, 1969

On December 20th 2012, Oracle announced the surprise acquisition of Eloqua for approximately $871M, subject to shareholder and regulatory approval. Despite a federal suit filed against the acquisition, the purchase is likely to complete successfully. The purchase represents a 31% premium on Eloqua’s share price: that’s a notable markup, coming just a four months after Eloqua’s IPO. Even if Oracle overpaid, it’s a major step forward in Oracle’s plans to develop Oracle CX, its customer experience platform, and the Oracle Marketing Cloud. This report outlines how Eloqua fits into Oracle’s strategy for marketing automation, suggests the likely implications of the accelerating series of similar acquisitions that will unfold in 2013 and summarizes some of the likely implications.