Beyond the Hype: Analyst Relations and the Elephant in the Room

The Problem with Playing Too NICE

As NICE kicks off their Analyst Summit in Zambia (yes, Zambia), and in the wake of grumbling around Gartner’s recent UCaaS Magic Quadrant, it’s time we address the elephant in the room.

For years, analysts have provided objective insights to both customers and vendors, but the tension between analyst relations and perceptions of pay-to-play practices is becoming harder to ignore. Vendors are increasingly sensitive to claims they’re “writing checks” for favorable coverage. Some argue it’s just the cost of doing business—that vendors must wine and dine analysts to stay competitive. But let’s be clear: if that’s the game, it’s not analyst relations—it’s selling out.

My first analyst summit was in 2007, at Cisco’s Toronto office. Every other summit was hosted in Boxborough, MA, where we could demo all our technology live and provide direct access to the product team. Not in Peru, not in Zambia—but Boxborough. It wasn’t about putting on a show; it was about showing the product and team.

Now, when vendors fly analysts across the globe for lavish summits, it raises questions: are they selling the product or selling the perks?

And then there are the analysts. Some maintain objectivity and consistency, delivering value regardless of the event. Others simply regurgitate vendor press releases or let the red-carpet treatment sway their evaluations.

Analysts like Gartner and Forrester offer value through paid services, but transparency is key. They should clearly outline their criteria and processes, ensuring reports are based on data, not deals.

Startups bemoaning their exclusion from a Magic Quadrant or Wave are missing the bigger picture. By the time there’s an MQ for your market, the chance to be a disruptor has passed. These reports focus on broad, established categories like #CCaaS or #UCaaS. Gartner isn’t going to publish on something as niche as you because the market isn’t mature enough yet.

Don’t waste time lamenting it—focus on execution.

Early-stage companies should focus on specialized analysts. Those deep into CX or CCaaS are often the first to spot emerging trends. They might not have the visibility of the big research firms, but their influence is just as strong. Building relationships with these analysts puts you on the radar of someone constantly talking with decision-makers and investors in your space.

The right analyst can also provide critical insights into market trends—or give you a well-deserved reality check when needed.

You can tell a lot about what a vendor values by how they manage analyst relations. Some vendors, like NICE and Five9, fly analysts to exotic locations that have nothing to do with their business. Others, like Zoom and Cisco, take a more pragmatic approach.

Vendors, if you don’t want the perception that you’re buying off analysts, then don’t fly them to Zambia.

It’s that simple—and it’s not a hard problem to fix.