Beth Torrie

Beth is the founder of Torrie Communications, a firm specializing in analyst relations, positioning & messaging, as well as customer-centric marketing. Beth has spent 20 years in technology, helping companies large and small differentiate and grow their business. With 5 successful exits under her belt, Beth has a reputation for transitioning goals into results. She specializes in using customer-driven differentiation, market research, industry analysts and upstream influencer programs to fine tune and amplify the right messaging and increase revenue. You can listen to her podcast about analyst relations here.

Why are you passionate about helping services businesses?

Services organizations have unique challenges in that they need to differentiate on their people, expertise, certifications, support and services. Many times, minor tweaks to packaging and positioning can make a big difference in revenue without major investments.

You have been working with industry analysts for 20+ years, building analyst relations programs inside organizations and now as a consultancy. When is the right time to start a formal analyst program, and how should companies measure success?

Analyst Relations programs are resource intensive in terms of research contracts and executive time. It is important to start when you can answer the most important questions: Who is your ideal client and why? What do you offer that no one else does? Can you share five customer success stories that highlight  your differentiators?

Where do you think companies go wrong when it comes to getting a better return on their analyst investments?

Research contracts are very expensive; I see a ton of folks simply not using them, or not using them enough to justify the costs. If your organization purchases a research contract, the value of that contract needs to be justified on a regular basis. It’s also really important to identify the goal of the research relationship. Is it influence, learning or both?  And then to make sure every interaction is working to meet one of those goals.

How do you help your clients work with analysts to become a more frequently recommended vendor?

When analysts hear a well-honed value proposition, they connect that value with problems they hear in the market. Analysts speak with hundreds (or more) clients who need vendors to help them. The first step is to create a clear,  carefully constructed differentiated message to help the analysts understand how your services help your clients. When you share that message, plus a great roadmap and customer references who can back it all up, you’ll have the attention of the analyst. Analysts genuinely want to connect end user clients with vendors who are going to help solve problems. Then it’s a matter of engaging those analysts in a consistent and collaborative way that influences their agenda and perspective on you and the market.

You’ve built customer reference programs for a number of companies over the years. Where should companies start when it comes to building a program like this?

Any company looking to grow will need references for sales, investors, partners, analysts, press and more. It’s important to have a centralized source of who the best customers are, their status, their NPS (even anecdotally), transparency and reporting for the requests the organization is making for each reference, and if possible, the results of those reference calls. Customer reference programs take a unique level of organization and communication, but it starts with assigning an owner, and it should be someone senior. There should be a discussion at the C-level at least every month to monitor this topic.

Emma Sprague

Emma Sprague is co-founder and director of Upswing Strategies, a media and communications firm focused on coaching good people with good ideas to deliver their message with impact. Emma specializes in coaching entrepreneurs and policy experts on how to craft a compelling message, deliver it effectively, and feel confident in front of any audience. In the 2016 US Presidential cycle, Emma directed training for spokespeople in 20 states and all 200+ speakers at the Democratic National Convention in Philadelphia. She is a member of the Bates College Board of Trustees where she co-chairs the Communications and Marketing Committee and serves as a mentor and coach for Bates’ Bobcat Ventures entrepreneurship competition.

Why are you passionate about helping entrepreneurs?

It takes guts (and time, and heart, and so much resilience) to launch an idea out into the world and fight for it to thrive. A lot of that has to come from the entrepreneur, but there are places where guidance and investment from others are essential. I’m grateful to be in a position to help entrepreneurs, both with my first-hand experience launching a business and because that business is focused on helping good people with good ideas deliver their message, tell their story, and make their pitch with the impact they desire. I am animated by the process of helping people shape their most authentic and compelling way to communicate and to lead, and to feel confident in both.

You’ve done a lot of social science research into why people listen to and follow some leaders more than others. How can founders hone their speaking and presentation skills to be a more inspirational leader?

Leading is a lot easier and more effective when people want to follow, when they are inspired, when they admire you and feel you’re headed somewhere together. That feeling is informed by the emotional character judgements we innately make about one another. Is she my kind of person? Does she have the ability to influence my world? One of the best ways to inform that judgement and inspire is by communicating your vision, your values and your story well and authentically. Becoming a magnetic speaker demands deliberate attention to how you prepare, how you show up, and how you deliver. That approach requires harnessing your individual strengths and personality, honing strategies that align your words, body language and voice with your message, and building a routine that ensures you approach each engagement with energy and poise.

During the pandemic companies had to shift quickly from in-person to virtual events. What can we learn from the companies who’ve been successful in this new format? How do they keep engagement high?

The first thing to do is acknowledge that virtual engagements – while powerful in a lot of important ways – are a really difficult mechanism for holding people’s attention and making true connections. That means the bar is much higher and you have to be all the more intentional in building a plan that meets your goals and captivates your participants. And that’s exactly where you start – what is your team hoping to get out of this and what do you want others to get out of this? If those answers aren’t crystal clear, you will flop and be lost in the sea of virtual panels rattling on behind someone’s email screen. Once your goals are set, some good things to consider: shorter presentations and shorter events; super engaging speakers only; incorporate multiple formats; get people on their feet; find ways to break through the screen; and build individual follow up into the plan.

You are a mentor and coach for Bates’ Bobcat Ventures entrepreneurship competition, and are deliberate about reaching leaders early in their careers. What advice would you give to founders on how to help and source future leaders?

I love working with students and young people. Confidence in public speaking, and so many other skills that make better leaders, better entrepreneurs, are ultimately a matter of routine and practice. The sooner you introduce and build those habits, the more they become second nature, muscle memory and mindset. I like to introduce students to a more holistic way of communicating – not just the words, but your energy, your movement, how you feel about what you’re saying – tactics for welcoming and handling nerves, and telling stories as a tool for persuasion. My advice to founders: think about what skill you wish you’d mastered earlier in your career and pass it on. Where to start: connect with schools you attended, incubators in your region, and by word of mouth. Coach one person and more will come. The long view goal is to create better prepared leaders for our teams and our world.

Megan Adler

Megan is a branding and marketing pro with deep expertise building brands from the ground up. In 2002 she founded Sublime Designs Media, a branding and creative marketing firm that takes a fresh approach to solving a wide range of marketing challenges. Whether it’s helping cloud services companies stand out, helping a 20-year old medical physics company modernize their brand, or helping a space camp transition into business services, Megan thrives on thinking outside the box.

What do you love about helping entrepreneurs and founders?

I love helping to make change happen. When you work directly with a founder, you can effect change across an organization — or even an entire industry. It’s exciting to watch that unfold as the founder meets goals and scales the business.

You’ve helped dozens of product and services companies create brands that stand out and stand for something. What is the secret to creating a memorable and impactful brand?

The secret to creating an effective brand is connecting with customers. Your customers are filled with important insights about what your messaging and design should look and sound like. Rather than guessing as to what they want or need, you should ask them. They’ll tell you why they hired you, how they see you as different from competitors, and what sold them on your services. You’ll be surprised to learn that it’s often vastly different from how you perceive yourself and your brand. These insights are invaluable input for your brand strategy. When you use them as the foundation for your brand, you’ll connect with customers emotionally and engender brand loyalty.

What are the elements of an effective brand strategy?

An effective brand really rests on three things:

  1. Knowing what drives you. This is your mission, values and brand promise. These three powerful elements should act as your north star for decision making and everything around your brand.
  2. Having a simple, consistent, and differentiated story. People have limited attention spans. Nothing captures their attention more than a compelling brand story, especially when it’s told in a unique voice.
  3. Crafting a visual identity. This is what makes your brand look and feel different – your logo, fonts, colors, icons, graphics, and photos. It will set you apart and create an emotional connection to your brand.