No, You Can’t Buy Your Way In

Executives still say it every year: “Can’t we just pay Gartner?” It sounds efficient. It feels logical. And it’s completely wrong.

Gartner isn’t pay-to-play. But the myth hangs on because it offers a simple explanation for a complex process. And in my experience working with CEOs, CMOs and AR teams, the myth does more damage internally than anything Gartner ever does externally. It causes leaders to misunderstand how influence works, underestimate the discipline analyst engagement requires, and assume money can fix what only preparation can.

Let’s clear up what really happens.

Why the Myth Survives

The misunderstanding usually comes from a basic correlation trap: vendors who buy advisory time often perform better. But not because they bought influence. They perform better because they stop making avoidable mistakes.

Advisory helps teams understand criteria. It forces clarity. It prevents confused submissions and scattered messaging. That’s education — not favoritism.

At one company where I led communications, leadership was convinced spend would solve an “analyst perception problem.” It didn’t. What changed their trajectory was a disciplined rebuild of the submission: sharper value proposition, better customer evidence, and a coherent demo — led by an analyst relations director who knew how to translate the criteria into clear, defensible proof. Only after that work did the dot move. Spend wasn’t the variable — clarity was.

Where CMOs Overspend — and Why It Doesn’t Help

This is the part that trips up even seasoned leaders. There are places where companies spend heavily with Gartner — and none of them move the dot.

Large booths at Gartner events, paid speaking slots, sponsored sessions, custom research projects — these all create the appearance of influence but have no impact on formal evaluations. I’ve seen companies put serious budget behind a major event moment only to be surprised when their position in a Magic Quadrant remains exactly the same.

These investments can have marketing or visibility value. But they don’t change the criteria analysts use. They don’t strengthen your product story. They don’t improve references or demos. And they don’t fix internal misalignment.

The companies that perform well aren’t the ones with the most polished event presence. They’re the ones with the clearest story and the strongest evidence.

What Actually Moves the Dot

Analysts evaluate what’s in front of them: published materials, product strength, customer references, and proof that a company can execute. The analysts writing Magic Quadrants don’t touch vendor revenue. They don’t see contracts. They don’t benefit if you spend more.

Gartner’s process rewards companies that are organized, aligned, and consistent. Not companies with the largest procurement line item.

Where Teams Get Caught Off Guard

The part executives underestimate is the operational discipline required to do this well.

Strong analyst engagement isn’t a once-a-year submission. It’s year-round clarity: a unified story, a credible demo, the right customer references, and teams aligned on what the company actually does.

I’ve seen companies stay stuck for years because submissions were rushed, demos weren’t refreshed, or internal groups couldn’t agree on the message. I’ve also seen a company rise sharply in a key report after it committed to a steady AR rhythm — clear messaging, consistent inquiries, disciplined prep. Nothing political changed. The work changed.

The Truth That Matters

You can’t buy your way in. You can only prepare your way in.

The myth is comforting because it suggests outcomes are out of your control. The reality is that influence comes from competence, clarity, and consistency — not a purchase order.

If you’re a CMO or AR lead, the most valuable thing you can do is help your organization understand this: analyst engagement isn’t pay-to-play. It’s work-to-win. And most of that work happens inside your own walls.

If your team needs support strengthening analyst engagement or bringing more discipline to the process, here’s how I work with clients as a Fractional Chief Communications Officer.