Influencer logic: How influencer relations works

Abstract

This study identified a gap within the ecology of roles within communication and added “influencer relations” to the nomenclature. The aim was to test if influencer relations fit within the communication department logic as previously identified by Grabher (2002) who established the terms “business logic”, “scientific logic”, and “artistic logic” and “technical logic” as identified by Takemura. The overwhelming answer was that while influencer relations borrows from these roles, it is itself a separate and distinct role requiring “influencer logic”. In addition, the study looked at the skills, aptitudes, and competencies that make this liaison between the company and influencers exceptional at the job, identifying three areas of influencer logic: having a collaborative/diplomatic attitude, possessing exceptional communication skills, and being deeply digitally literate. Specific aptitudes included: openness, collaboration, diplomacy, professional communication, organization/time management, relationship builder, having been an influencer, social media expert, and being on top of what is next in the social/influencer space. The results of this study suggest as well that influencer relations is most at home under the PR umbrella. This shift from marketing-led to being a function of PR practice represents a blue-ocean shift. As earned media becomes more of a scarce resource, and because influencers sit at the intersection of earned and paid media and are trusted by their audiences more than traditional paid media, their power has grown to approach that of earned – and they may even hold more power, depending on the target market. In addition, this study suggests that the influencer relations role holds greater value and has longer term ROI when the function is led by the brand. If a full-scale functional area of in-house influencer relations is not possible, the next best thing is to have someone lead the efforts internally and hire an AOR that has a specialization in the area to help with execution. This study found that fully outsourcing influencer relations is not ideal according to any of the stakeholders (brand, influencers or communicators), especially by the influencer group who really prefer a tight relationship and a seat at the brand’s creative table. In the aim of creating a best-practice model for influencer relations, this study proposes a 12-phase critical path for effective influencer campaigns. The 12 phases are: (1) Influencer Program, (2) Influencer Roster, (3) Influencer Outreach, (4) Influencer Proposal, (5) Proposal Approval, (6) Statement of Work, (7) Content Creation, (8) Content Approval, (9) Posting Content, (10) Content Interaction, (11) Post Reporting, and (12) Payment.