Few B2B disciplines are as widely misunderstood (and under-leveraged) as analyst relations (AR). For many marketing teams, AR feels like a mystery. Is it just about chasing a dot in the next Magic Quadrant? Do you really need a six-figure subscription to get noticed? And is it true that more budget means more influence?
To unpack all of this, Look Left’s Jennifer Tanner spoke with Ajay Khanna, CMO at Yugabyte, on a recent Share of Voice podcast episode. Ajay’s a three-time CMO with 20-plus years of experience working with analysts at startups and established companies, which has given him a front-row seat to the inner workings of the AR world.
His biggest message: Analyst relations is not a transactional discipline. “People forget the ‘relations’ part of analyst relations,” Ajay said. “It’s relational and the currency is information.”
It’s About Building Trust, not Influence
Despite the persistent myth, analyst firms like Gartner, Forrester and IDC are not pay-to-play. As Ajay put it, “These firms are advising companies like Chevron and Pfizer. You think your $50K contract will change what they tell those clients? Not likely.”
What your investment can buy is access to data, strategic conversations and tools like inquiry calls, SAS days and event meetings. But those dollars don’t move the dot. Relationships do.
“Expecting that you went from silver to platinum sponsor in a show will help you move your dot in a Wave or MQ? That’s just not going to happen,” Ajay said. “Those are different parts of the organization, with strong rules and peer review processes.”
Know the Value of Briefings and Inquiries
A critical, but often misunderstood, element of analyst relations is engaging with analysts through the right channels. Briefings and inquiries are not interchangeable and each serves a specific purpose:
- Briefings are one-way. “Sometimes analysts will say, ‘I’ll listen, but I’m not answering questions,’” Ajay explained. These sessions are your chance to provide product and company updates, often shared internally among analysts.
- Inquiries are two-way. They’re strategic working sessions where you bring questions and get input on messaging, packaging, pricing, or competitive differentiation. Analysts are credited for these interactions, so there’s an incentive for both sides to engage.
Ajay recommends pairing these thoughtfully for maximum value: “You get the research, you do an inquiry call and then you follow it up with a briefing. There’s a method to this.”
You Don’t Need a Big Budget to Get Started
Analyst relations doesn’t have to be expensive. In fact, you don’t need to be a paying client to schedule a product briefing.
“Go to LinkedIn, connect with them, start sharing your information,” Ajay said. “More likely than not, they’ll be open to taking a call because they want to learn what’s happening in the market.”
Ajay recommends starting with boutique firms and independent analysts for startups or early-stage companies. “They’re often more hands-on, more willing to take risks and can help you refine your messaging and go-to-market.”
Find the Right Analysts for Your Story
Some analysts are forward-looking and excited by new categories. Others are more pragmatic, focused on well-defined markets. Both types have value, but you need to know who you’re dealing with.
“Research what they write, what conferences they attend, what they post on social media,” Ajay advised. “You’ll start to see what excites them.”
Look for analysts who share your market vision. As Ajay put it, those who “want to shake up the market " may be more open to your innovative approach.
Your Account Manager Is a Secret Weapon
Most marketers focus on analysts and forget about the account manager. Big mistake.
“Your account manager can make a big difference,” Ajay said. “They know the research agenda. They can help you identify the right analysts to talk to. And they can help you plan your inquiry and briefing strategy.”
He recommends treating account managers like you would any other strategic partner. This means meeting with them regularly, sharing your company goals and looping them into your priorities.
“They’ll help you align the tools available — briefings, inquiries, events — to meet your specific objectives.”
Build a Strategy, Not Just a Series of Calls
Like most good marketing, successful AR requires a plan. Ajay advises teams to align analyst engagement with business goals, track their presence in analyst reports and inquiries and capture anecdotal feedback from customers and prospects.
“Ask how people found out about you,” he said. “You’d be surprised how many times someone says, ‘An analyst told me to talk to you.’ That’s measurable ROI.”
Analyst relations isn’t a shortcut to market leadership — it’s a long game of credibility, consistency and collaboration. And the payoff is real.
“It took me over three years to get one of my companies into an MQ,” Ajay recalled. “But that dot was worth every conversation, every call, every briefing.”
Whether you’re just getting started or reevaluating your current AR strategy, the key is to show up with clarity, consistency and curiosity. The right analysts are out there. Are you building the kind of relationship that earns their attention?
Check out the full episode here.
