Everything good that comes out of analyst relations starts with an engagement with an analyst that knocks their socks off. When you deliver a strong and compelling briefing, or conduct a stimulating inquiry, you step up in the eyes of the analyst… and increase your chances of positive coverage, strategic mentions, and valuable referrals—the good stuff that actually moves the needle.
But great engagements don’t happen by accident. They require structure, forethought, and a plan that ensures each touchpoint builds toward something bigger. At Schaffer AR, we take a very deliberate, highly strategic approach to engagement planning with our clients, following these essential steps:
1. Identify the Analysts Who Matter Most
Not all analysts are created equal, and time is finite. Focus on the ones who hold the most influence over your buyers and the market. These are the analysts who:
Write the major reports that shape perceptions.
Advise and influence your ideal customers before they even talk to you.
Have the power to shift industry narratives and validate new trends.
Regularly talk to competitors and can provide comparative insights.
This isn’t just about “tiering” analysts into groups—it’s about creating individual engagement plans for the analysts who truly count.
2. Define Your Vision for Each Analyst
For each top analyst, establish a clear one-year vision. What do you want them to think, feel, and do by this time next year? Be precise:
What should their perception of your company be?
How do you want them to describe you in reports and conversations?
What kind of relationships should they have with your executives and SMEs?
How do you want them to position you in a major Wave, Magic Quadrant, or other reports.
Can they mention you in other research, blog posts, or speaking engagements?
Do you want to be on their shortlist for client referrals?
Without a clear vision, engagement becomes reactive rather than strategic. Get specific.
3. Assess Where You Are Today—Honestly
Before you can influence change, you need a realistic understanding of the starting point. Gather all available intelligence on each analyst’s current perceptions, behavior, and interactions with your company. Consider:
How often do they mention you today, and in what context?
Have they been briefed on your latest strategy, and if so, how did they react?
What are their concerns or misconceptions about your offering?
How warm or cold is the relationship with your team?
This assessment will reveal the gap between where you are and where you want to be—so you can map the right path forward.
4. Plan Targeted Engagements to Drive Change
Once you know the current state and the desired outcome, it’s time to map out the specific engagements that will drive change. These should be carefully planned interactions that gradually build the analyst’s understanding, confidence, and advocacy. Think beyond the obvious. Here’s a list of engagement types and how to plan for them:
Briefings: Develop focused, high-impact presentations that align your messaging with their coverage areas.
Inquiries: Prepare for interactive discussions where you seek advice, address gaps, and deepen relationships.
Advisory Sessions: Participate in these lengthier, high-touch engagements that give analysts deeper insight into your strategy, offers and roadmap.
Newsletters & Updates: Deliver regular touchpoints to keep your company top-of-mind.
Informal Check-ins: Conduct calls, LinkedIn interactions, and email updates to maintain momentum.
Each engagement should have a purpose and work toward your broader vision. Analysts don’t just wake up one day and start advocating for you—it takes consistent, strategic effort.
5. Align Internal Teams and Spokespeople
Your analyst-facing executives, product leaders, and spokespeople must be fully aligned with the engagement plan. They need to understand:
The overarching strategy and vision for each analyst.
Where each interaction fits into the bigger picture.
The specific objectives of every engagement.
Every briefing, inquiry, and email should feel like part of a cohesive story—not a series of disjointed touchpoints. This alignment ensures you maximize every interaction.
6. Operationalize and Measure Progress
Planning is only half the battle—execution is where the real impact happens. We work with our clients to turn strategy into action by:
Scheduling engagements in a structured, repeatable way.
Tracking progress quarterly, assessing shifts in perception and relationship warmth.
Adjusting strategies based on feedback and new opportunities.
This isn’t a “set it and forget it” process. Analysts' priorities shift, market conditions evolve, and competitors push their own narratives. Staying agile while maintaining a long-term perspective is key.
Final Thought: The Art of Changing Hearts and Minds
Analyst relations is more than just meetings and reports—it’s about influencing how experts perceive and position you. It’s a game of relationships, credibility, and strategic storytelling. The more specific, proactive, and purposeful your engagement plan is, the better your outcomes will be.
Don’t just hope analysts will “get” your value. Make a plan, execute with intention, and guide them there.
Need help with AR? We’re always available to chat about the possibilities for your business. Set a call at calendly.com/schafferar.
Read our best practices for Analyst Relations,
About the author
Robin Schaffer leads Schaffer AR, an analyst relations agency supporting B2B tech vendors, especially startups and scaleups.
Robin is a prominent voice in the analyst relations community and the author of Analysts on Analyst Relations.