Top 10 Analyst Briefing Mistakes to Avoid

Continuing our series on best practices for engaging industry analysts, this article covers key missteps to avoid when briefing market experts. While the previous article outlined the critical do's for a successful analyst program, this piece highlights some common pitfalls.

Keep in mind that analysts are inundated with briefing requests from all sorts of organizations, so it's essential to make a strong, memorable impression. The last thing you want to do is to make that impression a negative one, so here are the top 10 tips about what to avoid.

Don't Ask Them What They Want to Know

One of the most common mistakes is to open the briefing by asking the analyst, "What would you like to know?" While this may seem like a polite way to cater to their interests, it puts you in a reactive rather than proactive position. Instead, start by briefly articulating top key messages and then confirm they align with the analyst's priorities. The analyst’s feedback enables you to steer the discussion to cover the most relevant points.

Don't Assume They Know Your Company or Offerings

Even if you've briefed the analyst before, don't assume they are familiar with your company, products, or services. They speak to a lot of people, so it is expected they won’t be up to speed on what you are doing.? Provide a concise overview to set the context, then dive into the details. This not only ensures everyone is on the same page, but also demonstrates your commitment to a productive exchange of information.

Don't Waste Time Teaching Them About Their Own Industry

Analysts are industry experts - they don't need you to educate them about trends or market needs. ?Avoid lengthy overviews of the market landscape, competitive environment, or technology trends. Instead, focus on how your offering uniquely addresses the challenges and opportunities the analyst has already identified. This will allow you to have a more substantive, value-added discussion. (Tip: read the analyst’s recent reports to see identify their hot buttons before the meeting.)

Don’t Overdo it with Slides and Bullet Points

Slide decks should complement the discussion, by providing supporting materials, not dominate it. Resist the urge to build a presentation full of dense bullet points. This will only overwhelm the analyst and distract from your core messages. Instead, opt for a concise set of visuals that highlight your key points and support the storytelling. Better yet, consider leading with a brief product demo - this gives the analyst a hands-on experience and leaves more time for dialogue. Prepare backup slides just in case and send these to the analyst as a follow-up after the meeting.

Don't Use Marketspeak or Sales Pitches

Analysts are turned off by marketing jargon or salesy pitches. They're looking for easy to digest, objective information that helps them understand your unique value proposition. Avoid hyperbolic language, unsubstantiated claims, and anything that smacks of a sales pitch. Instead, focus on clearly articulating the problem you solve, your objective differentiators and quantifiable evidence of customer success.

Don't Mention or Quote Other Analysts

It may seem like a good idea to cite research, statistics, or quotes from other industry analysts to bolster your position. But analysts consider themselves experts; using other experts to bolster your point is usually construed as rude and insensitive. Stick to your own narrative and let your company's merits speak for themselves.

Don't Claim to Have No Competition

Even if you believe your offering is truly unique, claiming to have no competition is a surefire way to lose credibility. Every product or service, no matter how innovative, faces alternatives - whether that's a direct competitor, an adjacent solution, or even the status quo of manual processes. Acknowledge the competitive landscape and focus on articulating your differentiated value proposition.

Don't Dominate the Conversation

While it's important to be prepared and guide the discussion, don't monopolize the airtime. Pause frequently to solicit feedback, ask questions, and encourage the analyst to share their perspective. The most productive briefings are collaborative exchanges, not one-way presentations. Leave ample time for discussion and be responsive to the analyst's interests and concerns.

Don't Avoid Tough Questions

Analysts are experienced at probing for weaknesses, so don't shy away from difficult questions about your competition, financials, or value proposition. Handle these inquiries transparently and objectively - trying to sidestep or sugarcoat issues will only erode trust. If you don't have a ready answer, simply acknowledge that and offer to follow up with more information.

Don't Go Over Time

Respect the analyst's schedule by wrapping up your briefing bit early to leave time for additional questions. This not only demonstrates your consideration for their busy calendar, but also leaves room for continued dialogue and potential next steps. Going over the allotted time can cause the analyst to cut the discussion short or fail to give your key points the attention they deserve.

Mastering the Analyst Briefing

By steering clear of these common pitfalls, you'll be well on your way to delivering analyst briefings that are informative, engaging, and productive. Remember, the goal is to position your company as a credible, trustworthy, and valuable resource for the analyst - not to overwhelm or impress them with flashy tactics.

Stay tuned for the final installment in our analyst relations series, where we'll explore strategies for effective follow-up and nurturing long-term relationships. In the meantime, reflect on your past briefing experiences and identify areas where you can improve. With a commitment to providing genuine value, you will learn to harness industry analysts’ influence to elevate your startup's visibility.