Analyst Relations: PR’s Underrated Power Move

Analyst relations (AR) may not always top the list of public relations priorities, but overlooking it is, to borrow from the infamous Rodeo Drive shopping scene in “Pretty Woman,” a “Big mistake. Huge.”

In today’s hyper-competitive tech landscape, AR is just as critical to brand success as breakthrough innovation. That’s why Bospar is doubling down, expanding its AR practice with the addition of former Gartner analyst Alex Soejarto as its new lead.

“Analyst relations matter more than ever in today’s market—especially in fast-moving sectors like AI, cloud, cybersecurity, and SaaS,” said Soejarto in the press release announcing his appointment. “Buyers rely on analysts to make informed decisions, and tech companies need a trusted partner to help them engage and influence these key stakeholders.”

Does your company have a robust AR program? 

What Analyst Relations Is (and What It Isn’t)

Spoiler: It’s not just PR for Gartner

By Brandy Patton-Miller, Bospar AR specialist 

Analyst relations (AR) is one of the most strategic and misunderstood functions in tech communications. Even the seasoned comms pro may rely on a definition shaped by a single experience or missing key context.

So, let’s demystify AR: what it actually is, what it isn’t and why it might be your comms team’s most underleveraged asset.

Defining Analyst Relations

At its core, AR is about ensuring your company has a seat at the table in the private conversations analysts have with decision-makers. This is a different play than generating headlines or creating social media buzz. Analysts influence the enterprise buying cycle, competitive positioning, product categories and even funding outcomes. Good AR is about building long-term credibility, trust and repeated value. You don’t “pitch” analysts; you partner with them.

What AR isn’t…

• It’s not PR: Rather than vying for headlines amidst a 24/7 news cycle, AR works primarily behind the scenes, positioning organizations for competitive advantage with enterprise decision-makers based on the strength and potential of their products, services and future plans.
• It’s not IR: Though it can ultimately influence which companies investors are keeping an eye on, AR doesn’t report to shareholders or public markets.
• It’s not sales enablement or business development: Analysts aren’t prospects. They’re advisors. The goal isn’t to close a deal; it’s to build trust and credibility.

So… Who Are These Analysts, Anyway?

Analysts work at well-known firms like Gartner, Forrester or IDC, but also at boutique, industry-specific firms and as independent third-party experts. Their influence spans:

• Enterprise buyers, who turn to analysts for shortlists and vendor comparisons before moving forward with a purchase
• Investors and VCs, who keep an eye on the market outlook and competitive landscape that analysts reference in reports
• Journalists, who cite analysts as expert sources in articles and recognize them as validators for startups and scaleups
• Vendors and competitors, who track their category peers for emerging trends and to inform their strategies

Analysts advise on product strategy, pricing, GTM, messaging and more – often before a product ever hits the market. If PR is about shaping the public story, AR is all about shaping the private conversations that drive high-stakes decisions.

Top 5 AR Myths, Busted

Despite common misconceptions, analyst relations isn’t just a checkbox in the PR plan; it’s the strategy behind the scenes that makes the plan stronger.

Myth: AR is just pitching big-name firms like Gartner, Forrester, or IDC.

Truth: It’s about long-term relationships, not one-and-done outreach (and certainly not just with one firm).

Myth: AR is only for big enterprise brands.

Truth: Startups and mid-market players can punch above their weight with the right strategic engagement.

Myth: It’s all about getting into the Gartner Magic Quadrant/Forrester Wave.

Truth: Signature reports are certainly important, but insights, validation, feedback loops and early access are equally valuable.

Myth: One analyst briefing per year is enough.

Truth: Like any relationship, consistency matters. Regular touchpoints build trust, visibility and depth.

Myth: PR should own analyst contact as part of media outreach.

Truth: AR deserves its own strategic plan. When AR and PR partner from the outset, both efforts are stronger — but AR should never be treated like an afterthought.ARs is often misunderstood, but it’s also incredibly high-impact when done right. If your comms strategy is missing AR, you might be showing up to the enterprise table without your sharpest tool.

Why Analyst Relations is a Strategic Imperative in the Age of AI

By Alex Soejarto, SVP of analyst relations

With the explosion of AI-driven messaging across the tech landscape, analyst relations (AR) is having a major comeback. Industry analysts, long trusted for their market insights and influence over enterprise purchasing decisions, are now even more central to the conversation. As organizations race to differentiate their AI strategies and solutions, aligning with analysts has become a beneficial and strategic necessity.

Why Now? The AI-Fueled Market Demands AR

The current wave of AI innovation has intensified competition and tech companies are struggling to stand out amid the noise. But many communications teams are still treating AR like a box to check — briefing whoever will take a meeting and delivering generic marketing messages. While that may have been enough in the past, it doesn’t hold up anymore.

AI is transforming not just products, but how companies are evaluated, compared and ultimately chosen. To keep up, organizations must shift from a “one-and-done” approach to something more intentional. That means developing consistent, intentional analyst engagement that aligns with business goals and the rapidly evolving market strategy.

From Briefings to Relationships

Effective AR starts with understanding what matters to analysts: relevance, credibility and data-backed proof points. When AR is treated like a strategic relationship instead of a transaction, it becomes a two-way street. Industry analysts gain valuable context and client stories, while organizations receive feedback that can shape product development, positioning and go-to-market strategy.

In this new AI reality, analysts are focused on how technologies solve real problems and drive measurable value. That means the companies that bring clear client wins, strong metrics and a no-spin story are the ones that get remembered and talked about. Building relationships with the right analyst firm can also help shape public opinion around your company’s role in the AI space.

AR as a Competitive Advantage

Strategic AR doesn’t just support brand awareness; it helps define competitive advantage. Insights from analysts can inform product roadmaps, strengthen customer success strategies and influence internal alignment. Meanwhile, analyst reports and commentary influence prospects, partners and investors, ultimately shaping the company’s market trajectory and impacting public perception in the process. Companies are increasingly judged by analyst perception as much as media

Building relationships with analysts who cover your space, and staying plugged into their research focus, keeps you top of mind. That’s especially important now, as more analysts zero in on how AI is transforming software, services and industries.

Driving Real Business Outcomes

Companies that take AR seriously see real results: more inbound interest, stronger investor trust, and more credibility in the market. When analysts reference your company in research or client conversations, they’re helping tell your story in a way that feels objective and earned.

That kind of validation goes a long way. It supports your product-market fit, reinforces leadership in your category and makes it clear that your solutions deliver business value.

In today’s AI-driven market, AR is no longer optional. It’s a core pillar of a smart PR strategy; one that bridges marketing, product, sales and executive leadership to help companies shape how they’re understood and valued.

Now is the time to move beyond AR motion and toward AR outcomes. For tech companies looking to lead in the era of AI, elevating analyst relations to a strategic priority is imperative.

Talk Smart, Show Proof: Analyst Relations Best Practices in 2025

When done right, analyst relations (AR) can sharpen your go-to-market messaging, validate your positioning and open conversations with top-tier buyers or investors. But this takes a well-constructed strategy that views analysts as partners that can provide them with credibility in the market while receiving the detailed data and information they need. 

Elevating AR campaigns requires intention, especially within the current AI landscape, where there might be a dozen or more startups operating within every AI niche. A focused AR campaign will build on your offering’s differentiation, the ability to explain why your technology works better and faster.  

Perform best practices with intention

Effective analyst relations require more than just periodic check-ins — they demand thoughtful intention. By approaching each engagement with preparation and clarity, companies can build credibility and ensure their messaging is received with clarity. The following best practices help ensure your efforts are purposeful, align with business goals and respect analysts’ time and efforts.

• Build a real conversation. Focus on mutual information sharing, where you provide insights to the analyst while also taking in their feedback. 
• Bring the evidence. Analysts expect you to support your points with evidence. Bring usage data, client testimonials, and verifiable business outcomes to your marketing claims to support your statements and build trust. 
• Check the schedules. Analysts have research calendars, so time your outreach properly to ensure relevance and optimal impact.
• Define your AI (or other tech). With everyone offering “AI-powered XYZ,” you need to explain how your AI solution is different and can solve real-world problems faster, more seamlessly, or intelligently. The same applies to other industries, whether your company operates in medtech or logistics.
• Use feedback strategically. Use analyst insights and feedback to shape your organization’s strategy. If they provide you with sound comments about your capabilities or market position, then consider using this information to improve messaging, refine your GMT approach, and shift product development strategies. 

What to do before, during and after a briefing

Do your research. Understand the analyst’s background and focus areas to ensure your messaging/service is aligned. Are they from Gartner, Forrester or IDC? Every firm’s analysts have their own expectations, and those should influence your briefing discussion and related materials. 

Come prepared with the most up-to-date information. This could include a unique market insight or trend you’re pioneering, a standout customer or retention story, or a GTM move that sets you apart from others. Involve your senior leadership in these discussions; and provide concise compelling narratives that are easy to understand and devoid of marketing jargon. 

Prepare a leave-behind deck after the briefing that hits your main points and summarizes your value proposition. You can also ask about next steps. What are the future touchpoints and will your firm see inclusion in vendor assessments (e.g., Wave, Magic Quadrant), or briefings tied to product launches.

Make sure you assign a point person for follow-ups who can provide customer references and can fulfill data requests. Ensure this person has high availability and the capacity to reply to inquiries quickly. 

Ready to Build Your AR Strategy?

Bospar’s “politely pushy” experts can help you create a high-impact analyst relations program tailored to your growth goals. Reach out today to get started.