There are many who believe they are a marketing expert. People have opinions on commercials, slogans, and logos. They think they know what works. A finance executive might suggest a rebranding strategy based on their favorite color. A product manager may insist a new feature deserves a full advertising campaign. The CEO’s brother thinks the website needs to be changed, including the color palette (btw, this is a true story)!
Marketing opinions are everywhere. The reality is that few really understand all the repercussions and requirements needed for a cohesive, effective marketing strategy. Those who truly are marketing experts are few and far between. I have met a few and aspire to learn as much as I can from them! This reality makes managing a marketing function both exciting and challenging.
Achieving great marketing is hard. There are many variables that keep shifting. Just look at the explosion of AI today as the most recent example. The point is to recognize and accept the difficulty. Collaborate and work closely with others. Together, your team can then operate at the highest possible level. Nowhere is this more evident than in analyst relations. This function requires clear strategy and alignment across internal teams. Without it, things can quickly go off the rails.
Marketing Is a Team Sport
One of my favorite expressions is, “Marketing is a team sport.” This statement is especially true for analyst relations. A well-run analyst relations program requires contributions from multiple teams. Product, strategy, marketing, and executive leadership must work together. Each plays a role in shaping and delivering a consistent message.
Analyst relations is not just about talking to analysts. It is about ensuring they understand a company’s vision, strengths, and differentiators. That can only happen when internal teams align.
Analyst Relations as an Extension of Marketing and Awareness
Analyst relations is a key part of a company’s marketing and awareness strategy. A marketing expert understands that analysts can have a strong influence on buyers, investors, and partners. These opinions shape how the market perceives a company. That means analyst relations is not a standalone function. It must be integrated with broader marketing efforts.
Product teams must provide insights into innovation and roadmaps. Strategy teams must communicate competitive positioning. Marketing must ensure messaging is aligned across channels. Executives must reinforce the company’s vision in key briefings. When these groups work together, analyst relations can be powerful.
The Interrelated Nature of Analyst Relations
Analyst relations touches many functions. Product teams develop what analysts will evaluate. Strategy teams define how the company competes. Marketing builds narratives analysts hear. Executives reinforce key messages in interactions.
When these teams align, analysts receive a consistent, compelling story. That strengthens a company’s position in reports, evaluations, and briefings. Without alignment, things unravel quickly.
Here are five examples of what can happen when teams are not on the same page:
Mixed Messages to Analysts – The product team describes a five-year roadmap direction while executives are focused on a different direction in the short run. Analysts get confused. Confusion leads to skepticism, which weakens trust.
Mismatched Competitive Positioning – The strategy team tells analysts the company competes on innovation. Marketing materials position the brand as a cost leader. Analysts will notice the contradiction and question the company’s strategy.
Unrealistic Product Promises – Sales teams (or partners) sometimes overpromise features to win deals. If analysts hear about these “capabilities” that do not exist, they will highlight the inconsistency in reports. That damages credibility.
Disorganized Briefings – If teams do not coordinate, analyst briefings become chaotic. One team may emphasize a minor feature while another skips major product announcements. Analysts will see the lack of focus and lose confidence.
Failure to Prepare for Inquiries – Analysts ask tough questions. Without internal alignment, responses may contradict each other. That makes it appear the company does not have a clear strategy.
The Analyst Perspective: Why Consistency Matters
Analysts have limited time and cover multiple companies. They rely on clear, consistent messaging. When a company presents a unified, well-structured narrative, analysts take notice. That improves chances for favorable mentions in research reports and market evaluations.
When internal teams do not align, analysts see the gaps. They will highlight inconsistencies in their assessments. That can influence customer decisions and market perception. A marketing expert understands that a strong analyst relations program ensures that all internal voices contribute to a single, cohesive message.
Successful analyst relations is not just about being a marketing expert. Instead, it is a methodology and strategy that continues to evolve that starts by engaging with analysts or providing briefings as requested. It is about orchestrating internal alignment to create a clear, compelling story. This story then needs to be amplified and shared via other communication channels across the organization. This includes partners, customers, and employees. That is why marketing, product, strategy, and executive teams must work together. Because, in the end, marketing—and analyst relations—is truly a team sport.
