What can we do if there's no Wave or MQ for our category?

This is the situation we're in right now. Our AR program is three years old and it's an ongoing initiative to identify and vet the right analysts, build relationships, and education/inform/influence their research roadmap. Here are a few tactics I'm using:

1. Identify the analysts who (will) write the vendor guides that are relevant to your category. These usually precede a Wave or MQ.
   
2. Write out your Wave or MQ criteria. Plot out your company and your competitors. Keeping those close to your chest :) Having this formulated and vetted internally can keep you and your executive team aligned on the goal and how to get there.
   
3. Over time, analysts will churn so you have to keep continuing to build a pipeline of analysts where it makes sense.
   
4. Keep communicating the other measures of outbound success (see Q&A on metrics). Those are absolutely important too and great milestones on your way to the bigger goal.

Honestly, this is a GREAT problem to have. If there’s no Wave or MQ for your category, then all the more reason for you to be in the top right quadrant once one comes out :)

The first thing I would recommend is identifying which analysts are covering your space generally. Whether or not it’s specific to your category matters less, but having a mapping of who the 2-5 analysts are who might care about your space, and ultimately who might be the ones to create a Wave or MQ is what matters. Next, understand their research. Get your hands on whatever material you can, sign up for a license, attend webinars, and start to think like that analyst. See the market like they’re seeing it, but then also start to work with the analyst, brief them on what you’re building, on how you see the market, ask for feedback on positioning, and especially on competitive positioning. Make their job easier by bringing them customer stories or insights, or even by introducing them to your customers if appropriate.

Ultimately, the relationship you build will hopefully help inform the analysts about your viewpoints on the space and help them understand the market from your perspective, but also their insight will help you build more compelling positioning for the market.

As I mentioned in the other answer, even if your market does not have a comparative report such as a Wave, Quadrant, Marketscape, etc. it doesn't mean you should not engage with an analyst firm. These reports typically come out for markets at a certain maturity stage and by engaging with analysts early, you can ensure they have your company in their radar as they start thinking about such a report. 

Especially important for companies in emerging markets are the early days of forming analysts' opinions about the market itself. By giving them information about your product, the challenges you are solving for your customers, and how other players are performing, you can establish credibility with the analysts which will be very helpful down the road. 

I am actually dealing with this right now! And there is quite a bit you can do to continue building analyst relations despite not fitting into a current Wave or MQ.

• Take advantage of (free) analyst briefings:

  • Proactively reach out to Forrester and Gartner to set up briefings to let the analysts know what you product does, what major challenges you are solving, why you dont fit into a category, and what you might suggest to be considered as a new category. While they may not have a dedicated report, they might include your solution in relevant research.

• Conduct Custom Research Reports:

  • Consider commissioning custom research reports from reputable market research firms. This could be analyst based and/or an organization you value the audience of (or host a conference you find value in attending)

  • Share the results and insights with your audience to establish authority

• Seek Out and Submit Industry Awards and Certifications:

  • Obtain relevant industry certifications to validate the quality and compliance of your product.

  • Showcase these certifications prominently on your website and marketing materials.

• Third Party Reviews

  • I would also recommend leaning into customer reviews on platforms like G2 and TrustRadius. Because these are actual customer reviews, they can be INCREDIBLY valuable for various uses including website quotes and testimonial videos. Not to mention, G2 also provides amazing marketing materials if/when you rank in your category, which tend to be more expansive than the Waves and MQs.

• Partnerships

  • Partners can be your best advocates, and are invaluable when used appropriately. They can be an awesome extension to your sales team as they know their customers and want to help them find solutions to challenges other solutions are unable to solve.

You should always be researching your competitors even if there is no officially published report like an MQ or Wave. Nowadays there are so many peer review places to find competitive information. You can look at sites like G2, TrustRadius etc to find information that might be valuable for your company. You may need to read individual reviews which can be tedious but could surface valuable swords (places where you can attack them) or shields (areas you need to have talking points on how to handle). Forums like Reddit, Quora, and other industry specific community sites (Pavilion for sales and marketing for example) are also valuable sources of information.

You can also conduct win/loss interviews with your customers and prospects. You'd be surprised at what competitive information you can get from a recently closed customer or sometimes from a prospect who is willing to talk to you or a third party about what they liked or disliked about your competitor during the sales process. You can also try to do some "secret shopping" by asking a friend at another company to go through a sales pitch with the competitor.

Analysts, even if they don't produce a Wave or MQ, can also often be willing to answer questions about competitors, though they may not have as much information as if they had gone through a full evaluation.

This is all in addition to attending competitor events (both live or virtual) and deep diving on their websites of course. There are always ways of finding out pros/cons of your competitors!

Waves / MQs etc are a long pull, and if you are early on in your AR journey they should be far from your mind. Approach initial inquiries and conversations with analysts from a place of curiosity and humility - What are they interested in? How does your company relate? What adjacencies do they see between your company and areas they cover? Over time, you can use their feedback and input to shape your own positioning and category definition. Who knows, in a few years you may create a totally new MQ!

This is a fun, but challenging question. If there's no Wave or Magic Quadrant (MQ) for your category, long-term and strategic thinking becomes incredibly important. Here are some approaches to consider:

• Play the Long Game: Understand that establishing recognition in a category is a journey that typically spans 2-4 years. Be ready to commit to a firm and analyst practice for an extended period, getting placed doesn't happen in a single cycle.

• Explore Adjacent Categories: Look for existing reports/categories where you can position your company as a part. Being included, even if it's not as a top-ranking company, can pay dividends if you're called out as exceptional in a specific niche. This can add to your competitive positioning and visibility in the market.

• Cultivate Analyst Relationships: Build strong relationships with industry analysts. Provide them with valuable insights, learn from their perspectives, and engage in meaningful discussions. Analysts play a crucial role in shaping market perceptions and can be valuable allies in gaining recognition. They are human as well, they want to work with interesting and smart people!

• Start Small, Aim High: Begin by aiming to be included in reports or analyses that may not carry the same weight as a Wave or MQ but still contribute to your visibility and competitive standing. Every inclusion adds credibility and opens doors for future recognition.

There really aren't shortcuts here, you need to take a patient approach, but it can pay off in the long run, particularly in the enterprise space!

First, take a step back and understand why you would need to participate in AR activities. Is it for PR? Product validation? Make sure you partner with your AR/PR team to align on the strategy for how you intend to leverage analyst relations and reports from these firms. If market/product validation is your goal, here are some approaches to consider:

• Engage directly with these firms to explore opportunities. Analyst firms have other reports they use in industries where there is no Wave or MQ. I suggest setting up a call with the top analyst firms you want to establish a relationship with and ask them if they are conducting any reports, i.e., Gartner has done reports such as “cool vendors” in various industries. 

• If you have the budget, you can also commission analyst firms to create a sponsored report on your behalf.

• Consider how you can leverage Gartner Peer Insights for customer insights and proof-points, which is free to use. Learn more about that here. 

• Seek out awards that may be given to vendors in your market by other entities or relevant associations.

• If you do not have the budget, lean very heavily into the most well-known customers you have. Establish these customers as beachheads in target markets. Double-down with PR, speaking engagements, etc., with these customers. Consider submitting your product for awards in various industry associations that may be relevant to your product.

Even without a Gartner MQ or Forrester Wave, there are a lot of ways to understand the competitive landscape. Take a look at some of my answers around getting competitive intel ethically and good sources of competitive intel.

I've also worked in product areas where Gartner/Forrester/IDC were not yet investing significant resources, however there were other very influential analysts and research groups that produced high quality analysis of the competitive landscape.

So all to say, take a look at:

• Review sites: G2, Capterra, TrustRadius all have direct customer reviews and also comparative analyses for various categories.

• Influencers: Specific influencers can carry a ton of weight in more niche markets. Work with these industry influencers who have the ear of your buyer to create awareness for your product while also paying attention to other vendors they cover and the analysis of their offerings.

• Independent research firms: This one is harder as there is a ton of noise and low quality research out there. Talk with your buyers about where they learn about vendors in your category and who they trust. Oftentimes that will lead you to trade pubs or smaller research firms that produce high-quality content.

Oh I love this question ... lots you can do to pave the way.

If there’s no Forrester Wave or Gartner Magic Quadrant (MQ) for your category, that doesn’t mean you’re at a disadvantage—it means you have an opportunity to shape the category narrative on your own terms. Rather than relying on analysts to validate your market, you can build credibility through alternative influence channels, customer proof, and category leadership.

Own the Category Definition Yourself

Without a Wave or MQ, analysts haven’t yet set the rules—so you can position yourself as the category leader by defining the space before others do. Develop a strong POV about why this category matters, who it serves, and why existing solutions are insufficient.

One approach is to name the category and create a framework around it. Just as Drift introduced Conversational Marketing and Gainsight defined Customer Success Platforms, you can create a distinct identity for your category and publish content that positions your company as its leader. If you don’t name the category, someone else will.

Leverage Alternative Analyst and Research Channels

Even if Gartner or Forrester haven’t recognized the category yet, other industry voices can help validate your market. Firms like IDC, CB Insights, Constellation Research, GigaOm, Everest Group, and 451 Research may already be tracking adjacent trends. Engaging with them through briefings, reports, and thought leadership content can establish credibility and influence their eventual coverage of the category.

Another option is to commission independent research through a third-party firm like ESG, TOPO, or an industry-specific analyst group. This allows you to create a “state of the industry” report that positions your company as the leading voice in the space—similar to how Clari established the concept of Revenue Leak before mainstream analysts started discussing it.

Establish Peer-Driven Validation via G2, TrustRadius & Real-World Case Studies

In the absence of a Wave or MQ, customer proof is the next-best way to show market traction. Platforms like G2, TrustRadius, and Capterra allow you to aggregate customer reviews, showcase ROI, and highlight competitive differentiation. If your company consistently ranks as the highest-rated solution in an emerging category, that credibility can replace traditional analyst validation in sales cycles.

Beyond review sites, high-impact case studies featuring well-known logos and quantifiable results help establish credibility. If Gartner isn’t covering the category, let real customer outcomes shape the narrative. The goal is to create a critical mass of proof points that sales teams can reference instead of relying on analyst validation.

Drive the Narrative Through Industry Thought Leadership

One of the fastest ways to make a category real is to own the conversation in the market. Companies like Datadog and Snowflake built credibility through high-quality content, engineering-driven research, and strong event presence before analysts formally recognized them.

Tactics to accelerate category adoption include:

• Hosting roundtables or virtual events featuring customers and industry experts discussing the pain points your category solves.

• Running a podcast or video series that regularly explores challenges in your space, positioning your company as the go-to voice.

• Publishing a category manifesto—a definitive guide that outlines the problem, why existing solutions don’t work, and how your company solves it.

Seed the Analyst Conversation Early

Even if there’s no Wave or MQ yet, that doesn’t mean analysts aren’t interested. Engaging with firms like Gartner and Forrester through inquiry calls, briefings, and customer referrals can influence future reports. If analysts hear from enough vendors and customers that a new market is forming, they may start tracking it informally before launching a full Wave or MQ.

Treat it as a category creation opportunity! Analyst firms have their place, but they can also hamstring your creativity when it comes to positioning your offering and differentiating from competitors. You don't currently have that anchor to carry. Enjoy your extra flexibility! I’ve even seen some companies effectively create their own market landscape framework to create commanding buyer’s guides and compelling ad creative.