Helping the market understand a changing customer service platform.

The product was moving. Market understanding needed to keep up.

Ada operated in a busy market spanning conversational AI, customer service automation and contact centre technology. Its proposition was becoming more ambitious: moving beyond scripted chatbot interactions towards using generative AI to resolve customer enquiries and carry out tasks.

The company already had analyst relationships and research recognition. The challenge was to deepen that understanding, reconnect with analysts whose knowledge was out of date and introduce Ada to relevant specialists who had not yet examined the platform.

Make Ada understood within its market.

The purpose was straightforward: help analysts understand what Ada did, who it did it for and why customers worked with the company. That meant explaining the use cases, demonstrating the technology and connecting its capabilities to customer needs and results.

With that understanding, analysts would have a stronger basis for considering Ada in their research and when advising buyers. Repeated conversations would keep that understanding current as the product and its positioning developed.

An existing relationship opened the door.

Ada’s new CMO, Diego Lomanto, had worked with Kea’s team at a previous company. That experience brought Ada to Kea.

Jenn Sewell led the programme for Ada, working closely with Kea on preparation, priorities and follow-through. Product marketing colleague Grant Oyston also became closely involved in the analyst conversations.

Ada wanted support with the substance of analyst relations as well as its coordination: preparing briefing content, building analyst mindshare, tracking interactions and getting ongoing advice. Kea combined that work with the management of outreach, meetings and next steps.

Turn a fast-moving proposition into informed conversations.

The programme began with workshops on Ada’s business, audiences, roadmap and positioning. Kea mapped relevant analysts and helped shape the briefing approach around the questions those analysts needed answered.

1. Prepare the story

   Kea worked with Ada on the presentation and preparation, drawing together the product direction, customer use cases and differentiation. Analyst profiles and briefing feedback helped the team decide where to spend its time in each conversation.

2. Demonstrate value

   Introductory briefings developed into demonstrations. Celent explored financial services use cases, data and human handover. Forrester conversations examined the changing product direction and generative AI capabilities. These sessions gave analysts opportunities to question the platform in detail.

3. Keep it current

   Kea coordinated follow-up briefings, demos and feedback inquiries, including conversations through Ada’s existing research subscriptions. It also adjusted targeting as Ada’s commercial focus evolved, prioritising relevant customer service coverage.

“Like an extension to the team.”

Jenn Sewell, who led the programme for Ada, rated Kea 5/5 in her February 2024 G2 review. She highlighted the team’s availability, flexibility and responsiveness as Ada’s priorities changed.

Jenn described Kea as the external arm of Ada’s analyst programme, helping the business prioritise analyst relationships, maintain a full calendar and handle the administrative work without hiring a full-time AR team.