At CxO2025 in Munich, I facilitated a candid workshop about the realities of analyst relations, particularly for organizations without enterprise-level budgets. The conversation revealed both challenges and opportunities that resonated strongly with attendees.
Our discussion touched on four key areas, with the majority of participants struggling with lining up internal ideas of advisory and analyst influence with the shortage of informaiton showing which influencers impacted their clients:
- AR without big firm budgets
- Sales teams vs. analyst relations objectives
- Gartner’s relevance in mature markets
- Briefing strategies that deliver results
Succeeding with AR When Budgets Are Tight
The most pressing concern for our participants was navigating the analyst ecosystem without the luxury of six-figure budgets. As one BPO provider attendee noted: “We’re not one of the big giants, so we often can’t afford Gartner or one of those big firms. Independence is where I’m going to go if I need to use somebody.”
This sentiment was widely shared. Many providers feel they’ll be “high touch for relatively low value” in the eyes of larger firms, often receiving junior analysts for their investment.
The Sales Call vs. Analyst Engagement Disconnect
A key frustration emerged around first encounters with analyst firms. As I pointed out, “When people meet these influencer firms, they meet salespeople. This gives you an intermediary.”
This creates a significant perception problem. Salespeople are incentivized to channel relationships through themselves rather than enabling direct analyst access. One participant described Gartner’s sales approach as “relentless,” noting that “they have a formula they want to sell me.”
The good news? This barrier is largely artificial. I emphasized that “anyone can brief these big firms,” despite the impression given by aggressive sales tactics. Companies can directly request briefings through online forms, completely bypassing the sales process.
For mid-size and smaller firms particularly, I recommend making contact with boutique analyst firms whose business models align better with your needs and budget. As one participant observed, “When I talk to Gartner about the relationship situation, they totally understand… the big 600-pound gorilla [in our space] is Everest.”
Where Analyst Credibility Meets Market Influence
An interesting disconnect surfaced between perceived analyst expertise and market influence. One participant from a contact center provider noted that many analysts “have never walked into a contact center” or “worked a telephone,” which undermines credibility with industry veterans.
I acknowledged this frustration but pointed out an uncomfortable truth: “This detracts from their credibility with you, but it doesn’t detract from their credibility in the market. They are massively authoritative.”
This reveals a crucial reality: what matters is not always expertise but influence. From my own experience in data mining models, I’ve found myself consulting on industries I knew little about – because clients valued the perspective I could bring.
Gartner’s Relevance in Mature Markets
For companies in mature markets, a significant challenge emerged around Gartner’s declining interest in producing regular research. One participant explained how Gartner had “retired the quadrant in our space several years ago” and that when a key analyst left, research essentially stopped.
This creates a conundrum: buyers still ask for Gartner references even when they’re outdated or non-existent. Meanwhile, firms like Everest Group are “standing up as the authority” in some sectors, with more frequent research cycles and deeper market engagement.
I explained that from Gartner’s perspective, mature markets represent less profitable research opportunities: “If I’ve got two analysts, they can each be doing 100 calls a month… if I ask them to go and research a market, they’re going to take weeks, months… and they’ll come back and say, ‘Well, it’s a relatively mature market.'”
Effective Briefing Strategies
For companies looking to make an impact, regular briefings emerged as the most accessible strategy. One participant advised: “If anybody’s just getting started in analyst relations… prioritize the analysts that are talking to your ideal customer profile… getting your story right and how you want to be perceived… and that’s free.”
A significant insight: analyst memory is remarkably short. I shared that “after a briefing, I will call the analyst like four weeks later to see what they can remember. They can hardly remember that the meeting happened.” This means consistent, repeated engagement is essential.
Several participants were unclear about what a briefing actually involves. One analyst relations professional clarified: “It’s your pitch. You have 60 minutes to give your pitch. They don’t give any advice – advice isn’t free.” These sessions serve as your opportunity to explain your business, with analysts typically recording the information. These can be scheduled quarterly, annually, or when launching new products.
The Path Forward: Beyond the Pay-to-Play Myth
A persistent myth I addressed was the “pay-to-play” perception. Many firms believe they must spend significantly with an analyst firm to receive coverage. This often becomes “an excuse to say, ‘I’m not going to speak to Gartner because they don’t really care about me.'”
The reality is more nuanced: “Gartner is one of the easiest firms to speak to, because Gartner analysts don’t control their own agenda.” Analysts at major firms often must take briefings that come through their formal request process.
For smaller firms, this represents a significant opportunity. You don’t need a subscription to brief analysts – and consistent, high-quality briefings can establish your presence in their consciousness regardless of your budget.
Key Takeaways
- Don’t let sales gatekeeping deter you – Direct briefing requests bypass the sales process entirely
- Consistency matters more than budget – Regular briefings (every 6 months) keep you relevant
- Consider specialized boutique firms – They often provide more valuable insights for niche players
- Be realistic about influence vs. expertise – The most knowledgeable analysts aren’t always the most influential
- Structure briefings as presentations, not Q&As – Come prepared with your story rather than expecting analyst input
The discussion revealed that effective analyst relations isn’t primarily about budget – it’s about understanding the ecosystem, maintaining consistent engagement, and focusing on the analysts who actually influence your target customers.
What challenges are you facing with your analyst relations program? I’d be interested to hear your experiences in the comments below.
#AnalystRelations #CxO2025 #MarketInfluence #TechStrategy
