Contenu connexe Similaire à Influencing Influencers by Stan Dolberg of Carriage House Consulting (20) Influencing Influencers by Stan Dolberg of Carriage House Consulting1. 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
2. Disclaimer
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 2
6. Disclaimer
Carriage
House
Consul/ng
is
a
management
consultancy
focused
on
strategy
We
don’t
advise
companies
on
analyst
or
influence
rela/ons
HOWEVER,
I
have
lived
both
lives:
Influencee
and
influencer
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 2
7. Disclaimer
Carriage
House
Consul/ng
is
a
management
consultancy
focused
on
strategy
We
don’t
advise
companies
on
analyst
or
influence
rela/ons
HOWEVER,
I
have
lived
both
lives:
Influencee
and
influencer
Any
resemblance
of
what
you
about
to
hear
to
actual
persons,
companies,
or
situa/ons
is
purely
coincidental
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 2
9. Agenda
Influence
How
it
works
How
to
make
it
work
for
you
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 3
10. Opening
thought
Keep
friends
close.
Keep
influencers
closer.
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 4
12. Influencers
defined
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 6
13. Influencers
defined
Your
Game
Changing
Idea
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 6
14. Influencers
defined
Your
Game
Changing
Idea Your
Target
Segments
Businesses
Consumers
Investors
Lenders
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 6
15. Influencers
defined
Your
Game
Changing
Idea Your
Target
Segments
Your
Messages
Businesses
Consumers
Investors
Lenders
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 6
16. Influencers
defined
Your
Game
Changing
Idea Influencers Your
Target
Segments
Press
Your
Messages
Industry
Businesses
Analysts
Consumers
Financial
Analysts
Investors
Bloggers
and
Lenders
Authors
Academics
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 6
17. Influencers
defined
Your
Game
Changing
Idea Influencers Your
Target
Segments
Press
Industry
Businesses
Analysts
Consumers
Financial
Analysts
Investors
Bloggers
and
Lenders
Authors
Academics
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 7
23. Common
reac/ve
approaches
to
Influencers
Growl,
bark
Defer
and
submit
Bully
and
badger
Hire
and
co‐opt
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 9
24. Common
reac/ve
approaches
to
Influencers
Growl,
bark
Defer
and
submit
Bully
and
badger
Hire
and
co‐opt
Flame
online
(anonymously
or
not)
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 9
25. Common
reac/ve
approaches
to
Influencers
Growl,
bark
Defer
and
submit
Bully
and
badger
Hire
and
co‐opt
Flame
online
(anonymously
or
not)
Refuse
to
acknowledge
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 9
29. Influencers
are
baked
into
the
landscape
Ubiquity
of
Rapid
Tech‐based
Innova;on
+ Products
&
Cycles
Services
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 11
30. Influencers
are
baked
into
the
landscape
Ubiquity
of
Providers
Rapid
Tech‐based
overwhelm
Innova;on
+ Products
&
+ communica;on
Cycles
Services channels
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 11
31. Influencers
are
baked
into
the
landscape
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
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 11
33. So,
how
does
the
game
work?
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 12
34. What
Influencers
want
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 13
38. What
Influencers
want
Connec/ons
to
innovators
and
entrepreneurs
who
are
defining
markets
Intelligence
on
market
dynamics
and
money
flows
Connec/ons
to
power
and
money
Clients
and
sponsors
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 13
39. What
Influencers
want
Connec/ons
to
innovators
and
entrepreneurs
who
are
defining
markets
Intelligence
on
market
dynamics
and
money
flows
Connec/ons
to
power
and
money
Clients
and
sponsors
Job
offers
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 13
40. Influencers:
Analyze
Interpret
Filter
Assess
Categorize
Compare
Segment
Simplify
Model
Condense
Contextualize
…
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 14
41. Influencers: You:
Analyze
Interpret
Filter
Assess
Categorize
Compare
Help
them
Segment
Simplify
Model
Condense
Contextualize
…
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 14
43. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
44. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
45. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
46. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
47. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
48. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
49. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
50. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
51. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
5) Build
trust
and
value
in
those
rela/onships,
so
that
you
can
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
52. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
5) Build
trust
and
value
in
those
rela/onships,
so
that
you
can
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
53. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
5) Build
trust
and
value
in
those
rela/onships,
so
that
you
can
6) Harvest
posi+ve
visibility
for
you,
your
products,
and
your
company
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
54. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
5) Build
trust
and
value
in
those
rela/onships,
so
that
you
can
6) Harvest
posi+ve
visibility
for
you,
your
products,
and
your
company
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
55. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
5) Build
trust
and
value
in
those
rela/onships,
so
that
you
can
6) Harvest
posi+ve
visibility
for
you,
your
products,
and
your
company
7) Oh,
also
–
you
might
have
to
buy
something
from
them…
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
56. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
5) Build
trust
and
value
in
those
rela/onships,
so
that
you
can
6) Harvest
posi+ve
visibility
for
you,
your
products,
and
your
company
7) Oh,
also
–
you
might
have
to
buy
something
from
them…
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
57. But
before
you
can
help
them,
first…
1) You
have
to
build
rela+onships
with
the
Influencers
who
maber
most
to
you,
2) Which
means,
you
have
to
figure
out
who
ma2ers
most,
and
then
3) You
have
to
meet
them,
and,
4) Over
/me,
(maybe
weeks,
months,
longer)
5) Build
trust
and
value
in
those
rela/onships,
so
that
you
can
6) Harvest
posi+ve
visibility
for
you,
your
products,
and
your
company
7) Oh,
also
–
you
might
have
to
buy
something
from
them…
8) And,
almost
forgot
–
you
need
a
very
clear
story
that
makes
sense
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 15
58. Industry
analysts
are
…
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
62. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
63. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
64. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
65. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
66. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
Obnoxious
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
67. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
Obnoxious
Informed
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
68. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
Obnoxious
Informed
Helpful
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
69. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
Obnoxious
Informed
Helpful
Indifferent
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
70. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
Obnoxious
Informed
Helpful
Indifferent
Not
good
sharers
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
71. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
Obnoxious
Informed
Helpful
Indifferent
Not
good
sharers
Lej‐brained
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
72. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
Obnoxious
Informed
Helpful
Indifferent
Not
good
sharers
Lej‐brained
Right‐brained
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
73. Industry
analysts
are
…
Scary
Opinionated
Open‐minded
Friendly
Buying
Selling
Fun
...
complicated
Obnoxious
Informed
Helpful
Indifferent
Not
good
sharers
Lej‐brained
Right‐brained
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 16
79. Four
things
you
need
to
know
Who
• Who
are
you
dealing
with?
Background
and
current
role?
• Posi/on
in
the
organiza/on?
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 18
80. Four
things
you
need
to
know
Who
• Who
are
you
dealing
with?
Background
and
current
role?
• Posi/on
in
the
organiza/on?
What
• What
have
they
focused
on
on
the
past?
• What
are
they
working
now?
What’s
in
the
queue?
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 18
81. Four
things
you
need
to
know
Who
• Who
are
you
dealing
with?
Background
and
current
role?
• Posi/on
in
the
organiza/on?
What
• What
have
they
focused
on
on
the
past?
• What
are
they
working
now?
What’s
in
the
queue?
Why
• Why
are
they
mee/ng
with
you?
• More
importantly
why
are
you
mee/ng
with
them?
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 18
82. Four
things
you
need
to
know
Who
• Who
are
you
dealing
with?
Background
and
current
role?
• Posi/on
in
the
organiza/on?
What
• What
have
they
focused
on
on
the
past?
• What
are
they
working
now?
What’s
in
the
queue?
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?
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 18
87. You
(and
your
deck)
need
to
communicate:
Clear
target
buyer(s)
with
real
pain
A
dis/nct
difference
from
alterna/ves
A
new
way
of
thinking
about
solving
the
problem
Awareness
of
compe/tors
and
alterna/ves
(your
head
is
not
in
the
sand)
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 19
88. You
(and
your
deck)
need
to
communicate:
Clear
target
buyer(s)
with
real
pain
A
dis/nct
difference
from
alterna/ves
A
new
way
of
thinking
about
solving
the
problem
Awareness
of
compe/tors
and
alterna/ves
(your
head
is
not
in
the
sand)
You’re
smart
and
a
good
listener
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 19
89. You
(and
your
deck)
need
to
communicate:
Clear
target
buyer(s)
with
real
pain
A
dis/nct
difference
from
alterna/ves
A
new
way
of
thinking
about
solving
the
problem
Awareness
of
compe/tors
and
alterna/ves
(your
head
is
not
in
the
sand)
You’re
smart
and
a
good
listener
You’re
backed
by,
and
surrounded
with,
top
calibre
people
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 19
94. What
gets
their
aben/on:
Game
changers
Drama/cally
lower
cost
Drama/cally
higher
produc/vity
Very
broad
adop/on
poten/al
Remove
big
inefficiencies
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 20
95. What
gets
their
aben/on:
Game
changers
Drama/cally
lower
cost
Drama/cally
higher
produc/vity
Very
broad
adop/on
poten/al
Remove
big
inefficiencies
Create
/me
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 20
96. 5
Things
TO
Do
in
mee/ng(s)
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 21
100. 5
Things
TO
Do
in
mee/ng(s)
Give
them
choices
about
what
to
cover
in
the
mee/ng
Listen
and
respond
to
ques/ons
‐‐
if
you’re
stumped
get
back
to
them
later
Be
respecnul
‐‐
don’t
be
afraid
to
disagree
or
ask
‘why’
Show
that
you
know
their
research
and
blog
posts
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 21
101. 5
Things
TO
Do
in
mee/ng(s)
Give
them
choices
about
what
to
cover
in
the
mee/ng
Listen
and
respond
to
ques/ons
‐‐
if
you’re
stumped
get
back
to
them
later
Be
respecnul
‐‐
don’t
be
afraid
to
disagree
or
ask
‘why’
Show
that
you
know
their
research
and
blog
posts
Ask
them
what
they’re
working
on
in
the
coming
months
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 21
106. 6
5
Things
NOT
To
Do
in
mee/ng(s)
^
Lie
about
anything
(other
than
number
of
employees)
Say
you
have
no
compe//on
Force
them
through
your
slide
show
–
go
to
the
whiteboard,
if
you
can
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’
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 22
107. 6
5
Things
NOT
To
Do
in
mee/ng(s)
^
Lie
about
anything
(other
than
number
of
employees)
Say
you
have
no
compe//on
Force
them
through
your
slide
show
–
go
to
the
whiteboard,
if
you
can
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’
Give
unvebed
customer
references
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 22
108. 6
5
Things
NOT
To
Do
in
mee/ng(s)
^
Lie
about
anything
(other
than
number
of
employees)
Say
you
have
no
compe//on
Force
them
through
your
slide
show
–
go
to
the
whiteboard,
if
you
can
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’
Give
unvebed
customer
references
Talk
about
anything
truly
confiden/al
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 22
109. Closing
thought
Keep
friends
close.
Keep
influencers
closer.
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 23
110. 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
www.carriagehouseconsul/ng.com Carriage House
©
2003
‐
2011
Carriage
House
Consul/ng
LLC
Consulting LLC 24
Notes de l'éditeur \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n\n \n\n \n\n \n\n \n \n \n \n \n \n \n \n \n \n \n \n\n \n\n \n\n \n\n \n\n \n \n \n \n \n \n \n \n