In far too many enterprise software companies, analyst relations is treated like a box to check. It’s viewed as something that “just needs to be done.” Brief the analysts. Send the slide deck. Analyst relations performance is measured by showing up in a quadrant next year. Done, right?
Wrong.
This mentality is costing companies real momentum. When leadership sees analyst relations as a compliance function instead of a strategic lever, the program becomes misaligned with growth. It gets funded without being understood. It gets evaluated using shallow metrics. And worst of all, it misses the chance to position the company as a true force shaping the industry’s future.
The culprit? Bad assumptions—and worse KPIs.
Too often, analyst relations performance is measured using metrics that only scratch the surface. This sends the wrong signals up the chain. A decent number of briefings or a mention in a non-leadership quadrant may look like progress. But is it helping the business gain share, set the narrative, or win in key deals? That’s the real test. And most programs aren’t built to pass it.
The Tactical Trap
Many companies fall into the trap of treating analyst relations as a tactical play. It becomes a linear process: schedule briefings, deliver updates, respond to research requests. There’s no long-term roadmap. No integration with marketing, product, or sales goals. And definitely no clear definition of what success actually looks like.
Here’s the thing: analyst relations can be a growth driver. But only if it’s built with strategic intent.
How can you tell where your program stands?
Start with how you define success. That simple lens can reveal whether your analyst relations program is merely operational—or aligned to move markets.
Tactical Metrics: Where Many Programs Get Stuck
Here are three common metrics many teams use to measure analyst relations performance:
- Number of briefings or inquiries held
Good for tracking activity. But high volume doesn’t equal high impact. Analysts forget generic briefings fast. - Presence in published reports
It’s visibility, yes. But not necessarily endorsement or thought leadership. Context matters. - Analyst quotes in press releases
Useful, but often controlled. A friendly soundbite isn’t the same as being a strategic reference point.
These metrics aren’t bad. They’re just the beginning. They show that the machinery is running. But they don’t tell you if it’s moving the business forward.
Strategic Metrics: Where the Real Performance Lives
If you want to understand analyst relations performance at a strategic level, look for these signs:
- Analysts referencing your customers in presentations or reports
This shows you’re shaping real-world stories that analysts see as credible and influential. - Being positioned as a category-definer or driver of market trends
It’s one thing to be included. It’s another to help redefine the space you’re in. - Analyst input visibly shaping product or go-to-market strategies
When analyst feedback is reflected in what you build and how you position it, the loop is working.
These indicators show that your analyst relations function is doing more than informing. It’s influencing. This influence is driving perception. It’s feeding business strategy with intelligence—and feeding analysts with insight they can’t get elsewhere.
So, Where Do You Stand?
Here’s a quick test. Review what KPIs you use to measure analyst relations performance. For each tactical KPI you track, give yourself 1 point for each tactical measure, such as what is listed above. For each strategic KPI, give yourself 3 points.
Your score:
- 1–3 points: Your program is highly tactical. It may be active, but it’s not helping shape business outcomes.
- 4–8 points: You’re in transition. Some strategic value is showing up—but it’s not consistent yet.
- 9–10 points: Your analyst relations program is fully strategic. It’s driving influence, not just activity.
Now ask yourself: Is that where you want to be?
Final Thought: Stop Measuring Activity. Start Measuring Impact.
If your analyst relations program isn’t closely aligned with strategic business outcomes, you’re leaving value on the table. (Here is a great metric to assess this level of maturity: how involved is your CMO or CEO with shaping the program?) Worse, you may be losing ground to competitors who are defining the analyst conversation. The firms that get this right don’t just show up—they stand out. They drive markets. They change minds.
So stop checking the box.
Start raising the bar.
And start measuring what really matters in analyst relations performance.
Interested in learning more?
- This article might be of interest: “Looking To Ignite Industry Analyst Engagement? Here Are 3 Tips.
- Learn more about my Analyst Relations Services.
