Helping buyers and sellers make better decisions

Cutting-edge technology, or even technology that is a few years old, is often confusing. For example, many people in the tech industry are hard-pressed to explain what an ESB is or what Web 2.0 means. Vendors have a difficult time articulating their offerings' value proposition, and potential buyers have limited budgets, diverse needs, and only so much patience.

When business executives are brought into the picture, the situation often gets worse. If IT leaders have difficulty explaining a technology to each other, how will they get executives to invest money in a solution that they don't understand?

New Rowley's goal is to make technology and the value of technology to businesses easier to understand and explain. Our job is not to convince user companies to invest in a particular offering or vendor but to help them understand various technology offerings that can — or can't — improve their operations.

The New Rowley difference

The heart of New Rowley is TechView. This is where you will find all of our research, analysis, and opinion on emerging and existing technology topics. This material is the culmination of primary research, industry experience, and logical thinking.

We are different from other technology analyst firms that you may be used to:

• We know our industry role. We don't take the risk of dreaming up, developing, and nurturing products or services. We also don't implement products and solutions in real-world situations (outside of our own operations). The role of an industry analyst should be to help buyers and sellers understand technology solutions and make smart decisions. For sellers, we help them formulate and present their offerings clearly. For buyers, we help them understand what is available — or soon to be — in the market.


• We don't need to make up terms or saturate the market with a concept du jour. Many analyst firms want to own a big idea so they can justify their high price tags for research and interactions; some analysts just want the fame of being attached to a hot new product segment. And many firms must feed their voracious publishing and consulting machine by continuously inventing new terms and concepts — well before the industry has had time to absorb the previous ideas. At New Rowley, we only create a term if the market has not coined one, or if the existing terms are not helpful for buyers or sellers (e.g., ESB). We like to get credit for a job well done — not demand it for reinventing the wheel.


• We give our opinion based on knowledge and experience, but we don't pretend to know more than we do. Many research firms judge technology offerings, but they do so on a superficial level. Few have the capabilities or resources to actually put products through their paces. As a result, sellers are victims of various vendor-positioning tools or rating systems that are little more than gut feelings. We don't make a call that we cannot back up, and, in particular, we do not rank vendors. We also understand where to find data. Often, an analyst who claims to be a market expert knows fewer real-world details than a good salesperson living the space does. That's why we try to interact with many levels of people in both buyer and seller organizations.

How do we -- usually -- keep the lights on and pay for our Net access? Organizations can license research and work with New Rowley on individual projects. For example, a vendor might license a written research item to distribute to prospects, while another might retain us for feedback and input on its Web site refreshment project and marketing message overhaul. Typically, with user organizations we field calls on research items or specific products and companies, provide referrals, and interact to help buyer organizations understand emerging technology.

The New Rowley / innerbridge connection

New Rowley's sister company, innerbridge, provides services outside the traditional scope of a research firm. innerbridge is a marketing services firm, helping organizations develop short- and long-term marketing plans; implement tactical activities, such as email campaigns; and build company and product awareness. innerbridge's philosophy, like New Rowley's, is to reduce sales cycles and improve the bottom line.

Send your feedback

New Rowley is eager for feedback from clients, prospects, the media, and other interested parties. If you have a different opinion, want to point out an error, need further explanation, or desire to understand our reasoning, don't hesitate to contact us.

info@newrowley.com or 978-352-7123