Influencing Influencers by Stan Dolberg of Carriage House Consulting

Inﬂuencing the Inﬂuencers: 
Ge@ng Your Message Across

Stan Dolberg
Founder and Principal

Carriage House
Consulting LLC

Carriage House
www.carriagehouseconsul/ng.com
© 2003 ‐ 2011 Carriage House Consul/ng LLC
Consulting LLC

Disclaimer

www.carriagehouseconsul/ng.com Carriage House
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Disclaimer
 Carriage House Consul/ng is a management consultancy focused on strategy

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Disclaimer
 We don’t advise companies on analyst or inﬂuence rela/ons

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Disclaimer
 HOWEVER,

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Disclaimer
 HOWEVER,
 I have lived both lives: Inﬂuencee and inﬂuencer

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Disclaimer
 HOWEVER,
 Any resemblance of what you about to hear to actual persons, companies, or 
situa/ons is purely coincidental 

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Disclaimer
 HOWEVER,
 Any resemblance of what you about to hear to actual persons, companies, or 
situa/ons is purely coincidental 
 (except, where I inten/onally drop names to impress)

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Agenda
 Inﬂuence
 How it works
 How to make it work for you

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Opening thought

Keep friends close.
Keep inﬂuencers closer.

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Influence defined

influence verb transi)ve.  inflo͝oəns. 
1. to affect or alter by indirect or intangible means
2. to have an effect on the condi)on or development of

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Inﬂuencers deﬁned

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Your Game Changing Idea

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Your Game Changing Idea Your Target Segments

Businesses

Consumers

Investors

Lenders

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Your Game Changing Idea Your Target Segments

Your Messages
Businesses

Consumers

Investors

Lenders

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Your Game Changing Idea Inﬂuencers Your Target Segments

Press
Your Messages
Industry 
Businesses
Analysts
Consumers
Financial 
Analysts
Investors

Bloggers and  Lenders
Authors

Academics

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Your Game Changing Idea Inﬂuencers Your Target Segments

Press

Industry 
Businesses
Analysts
Consumers
Financial 
Analysts
Investors

Bloggers and  Lenders
Authors

Academics

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Grrrrrrr

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Common reac/ve approaches to Inﬂuencers

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 Growl, bark

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 Growl, bark
 Defer and submit

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 Growl, bark
 Bully and badger

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 Growl, bark
 Hire and co‐opt

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 Growl, bark
 Flame online (anonymously or not)

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 Growl, bark
 Flame online (anonymously or not)
 Refuse to acknowledge

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Beber Yet:
 Let’s Understand Them

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Inﬂuencers are baked into the landscape

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Rapid 
Innova;on 
Cycles

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Ubiquity of 
Rapid 
Tech‐based 
Innova;on  + Products & 
Cycles
Services

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Ubiquity of  Providers 
Rapid 
Tech‐based  overwhelm 
Innova;on  + Products &  + communica;on 
Cycles
Services channels

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Ubiquity of  Providers 
Rapid 
Tech‐based  overwhelm 
Innova;on  + Products &  + communica;on 
Cycles
Services channels

+
Business Model Creep: Subscrip;on, adver;sing, work for 
hire, consul;ng, business development, aggrega;on, 
syndica;on, marke;ng, training, systems integra;on 

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So, how does the game work?   

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What Inﬂuencers want 

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 Connec/ons to innovators and entrepreneurs who are deﬁning markets

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 Intelligence on market dynamics and money ﬂows

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 Connec/ons to power and money

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 Clients and sponsors

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 Clients and sponsors
 Job oﬀers

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Inﬂuencers:
 Analyze
 Interpret
 Filter
 Assess
 Categorize
 Compare
 Segment
 Simplify
 Model
 Condense
 Contextualize
 …

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Inﬂuencers: You: 
 Analyze
 Interpret
 Filter
 Assess
 Categorize
 Compare  
 Help them
 Segment
 Simplify
 Model
 Condense
 Contextualize
 …

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But before you can help them, ﬁrst… 

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1) You have to build rela+onships with the Inﬂuencers who maber most to you,

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2) Which means, you have to ﬁgure out who ma2ers most, and then

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3) You have to meet them, and,

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4) Over /me, (maybe weeks, months, longer)

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5) Build trust and value in those rela/onships, so that you can 

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6) Harvest posi+ve visibility for you, your products, and your company

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7) Oh, also – you might have to buy something from them…

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7) Oh, also – you might have to buy something from them…

8) And, almost forgot – you need a very clear story that makes sense

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Industry analysts are …

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 Scary

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 Scary
 Opinionated

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 Scary
 Opinionated
 Open‐minded

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 Scary
 Opinionated
 Open‐minded
 Friendly

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
 Obnoxious

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
 Obnoxious
 Informed

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
 Obnoxious
 Informed
 Helpful

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
 Obnoxious
 Informed
 Helpful
 Indiﬀerent

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
 Obnoxious
 Informed
 Helpful
 Indiﬀerent
 Not good sharers

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
 Obnoxious
 Informed
 Helpful
 Indiﬀerent
 Lej‐brained

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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
 Obnoxious
 Informed
 Helpful
 Indiﬀerent
 Lej‐brained
 Right‐brained
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 Scary
 Opinionated
 Open‐minded
 Friendly
 Buying
 Selling
 Fun
... complicated
 Obnoxious
 Informed
 Helpful
 Indiﬀerent
 Lej‐brained
 Right‐brained
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So, you get some mee/ngs – What Now?

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 Prepare

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 Prepare
 Prepare

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 Prepare
 Prepare
 Prepare

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Four things you need to know

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 Who
• Who are you dealing with? Background and current role? 
• Posi/on in the organiza/on?

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 Who
 What
• What have they focused on on the past?
• What are they working now? What’s in the queue?

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 Who
 What
 Why 
• Why are they mee/ng with you?
• More importantly why are you mee/ng with them?

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 Who
 What
 Why 
• Why are they mee/ng with you?
• More importantly why are you mee/ng with them?
 When
• When are they going to focus on your market segment?
• What is the process and the lead /me for that research?

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You (and your deck) need to communicate: 

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 Clear target buyer(s) with real pain

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 A dis/nct diﬀerence from alterna/ves 

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 A new way of thinking about solving the problem

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 Awareness of compe/tors and alterna/ves (your head is not in the sand)

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 You’re smart and a good listener

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 You’re smart and a good listener
 You’re backed by, and surrounded with, top calibre people

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What gets their aben/on: Game changers

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 Drama/cally lower cost

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 Drama/cally higher produc/vity

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 Very broad adop/on poten/al

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 Remove big ineﬃciencies

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 Remove big ineﬃciencies
 Create /me

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5 Things TO Do in mee/ng(s)

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 Give them choices about what to cover in the mee/ng 

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 Listen and respond to ques/ons ‐‐ if you’re stumped get back to them later

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 Be respecnul ‐‐ don’t be afraid to disagree or ask ‘why’

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 Show that you know their research and blog posts

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 Show that you know their research and blog posts
 Ask them what they’re working on in the coming months

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6
5  Things NOT To Do in mee/ng(s)
^

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6
^
 Lie about anything (other than number of employees)

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6
^
 Say you have no compe//on

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6
^
 Force them through your slide show – go to the whiteboard, if you can

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6
^
 Assume that the POV expressed in a colleague’s research is shared by the 
person you’re mee/ng with ‐‐ there is rarely a ‘company posi/on’ 

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6
^
 Give unvebed customer references

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6
^
 Give unvebed customer references
 Talk about anything truly conﬁden/al

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Closing thought

Keep friends close.
Keep inﬂuencers closer.

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About Carriage House Consul/ng LLC
Carriage House Consul/ng LLC  Founder and principal of Carriage House Consul/ng, Stan 
was founded in 2003 to provide  Dolberg brings over 20 years of industry experience to helping 
management consul/ng services  sojware and services firms boost sales produc/vity by making 
to sojware and services firms.  clear strategic decisions. 
We tackle the strategic 
Prior to founding Carriage House Consul/ng, Stan served as chief 
challenges of iden/fying the 
research officer and vice president of Strategy at Forrester 
right market, understanding the 
Research. Between 1995 and 2002 he led Forrester’s charge into 
pain and purchasing criteria of 
ecommerce technology research, scaled research to 250 
the target buyer, and correctly 
professionals worldwide, and architected Forrester’s post‐bubble 
posi/oning the offer. 
turnaround. 
We bring decades of marke/ng, 
opera/ons, strategy, and  As an analyst at Forrester Stan wrote, contributed to, and edited 
research experience to bear on  hundreds of reports on topics ranging from sojware 
these challenges.  infrastructure to packaged applica/ons to consumer technology 
to business economics. He was a frequent speaker at industry 
conferences and Forrester Forums in the US, Europe, and Asia.

Before Forrester, Stan held a series of senior posi/ons where he 
We have synthesized these disciplines into a powerful approach that gets  focused on introducing new technologies and penetra/ng new 
the right answers, and builds alignment around them.  markets, including VP marke/ng at Visix Sojware, partner at 
Proprietary tools and techniques allow Carriage House Consul/ng to  Strategic Consul/ng Associates, VP worldwide marke/ng at Unix 
quickly achieve excellent outcomes. We lead and facilitate a structured  System Laboratories, director of AViiON product marke/ng at 
process to success. Data General, and VP marke/ng at Adelie Corpora/on. 

Before entering the computer industry Stan was an 
interna/onally collected wood ar/st. Stan received his 
undergraduate degree from Harvard College and his masters in 
business administra/on from the Carroll School of Management 
at Boston College.

Contact Stan: P +1 617.283.6250    F +1 617.507.5905   E stan@carriagehouseconsul;ng.com 

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Influencing Influencers by Stan Dolberg of Carriage House Consulting

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