AR’s Revival Of Brand In The Hand Marketing

Originally published at AW360 by Pete Oberdorfer.

Years ago, when mobile smartphones became ubiquitous, it ushered in a new era of “brand in the hand” marketing, leveraging these new devices that people carried everywhere to serve brand experiences that were both personal and gave brands massive amounts of data. But things have already changed so much—this format is evolving rapidly, to the point of being unrecognizable from even five years ago.

Now, we can move way beyond text messaging campaigns or even QR codes, and directly into animated storytelling that directly jumps off the product. With augmented reality, “brand in the hand” has reached a new level of engagement and personalization.

Better still, the barrier to entry is less than it’s ever been. Most mobile devices are loaded with features that can integrate into these experiences: GPS for location-based AR games, cloud-enabled CMS services for updating content, and graphics engines for real-time gaming and visualization. Any and all of these can create endless opportunities for innovative storytelling—a type of experience that wasn’t even feasible a decade ago as compared to what is possible with mobile AR/XR today.

This is a new paradigm, enabled by the convergence of consumer behaviors, along with the power of mobile software and hardware. Before digital and mobile, consumers had to rely on out-of-home advertising or broadcast spots to hear a brand story or convey information about a product. Back then, users often encountered a product at the point of the purchase decision. Only recently has there been enough ubiquity of powerful mobile, connected devices that people are able to use a “camera-first” engagement method with their environment. By enabling users to easily scan products for brand-specific stories and information, they’re able to retrieve immediate AR experiences within the context of their shopping environment. This has evolved from text messaging campaigns and listed websites just a few years ago, into fully integrated holographic experiences that integrate with the packaging.

Building a modern “brand in the hand” experience

While these experiences are now easier to create, it’s still important to deliver “brand in the hand” AR that lives up to the promise of the technology and earns engagement from its audience. Each project’s approach must combine several principles, ones that we’ve successfully rolled out to our brand partners across countless AR experiences.

  1. These experiences must be brief, ideally no more than around 30-60 seconds since attention spans tend to be lower for mobile users on the go
  2. Make experiences evergreen, with content updated over time so as to invite repeated engagement
  3. Add interactivity or gamified mechanics to encourage user investment. After all, it’s more fun to play rather than just sit and watch
  4. Make your designs visually polished. This is no time to hold back on creativity
  5. Create experiences that are seamless with reality, including how it enters and exits the AR mode
  6. Always tell a good story with relatable characters and/or narratives that excite, inform and entertain
  7. Make every aspect of the experience easy to trigger, with a low barrier of entry

The future of brand in the hand 

AR-driven “brand in the hand” experiences can provide results in ways that more traditional media, like print, broadcast or the web, are no longer able to provide. It’s always proven difficult to serve brand messages to the consumer as they are making the decision to purchase. With AR comes a rare opportunity to do just that, delivering messages and stories right at the store shelves, allowing experiences to jump right from the products themselves. These kinds of packaging or product-activated AR apps have been used by literally millions and millions of people, and the resulting effects on sales are undisputed. For example, our “Living Wine Labels” app increased sales for “19 Crimes” wines by more than 200 percent.

And AR is only getting bigger, with tech companies pouring billions of dollars into AR/XR/MR technology, trying to be the first hardware platforms for a “mixed reality” future. Facebook’s Oculus division is targeting a 2023 AR wearable, Apple is releasing a wearable “glasses” AR device that same year that they say will entirely replace their iPhone, Google has devoted billions to their Google Play Services for AR, and Microsoft has a robust mixed reality presence with their HoloLens 2 device. Brands need to quickly adopt a strategy that allows them to participate in this increasing consumer wave of AR. So, why not start by experimenting with “brand in the hand?”

Report: How The Web Reacted To Coronavirus Coverage

Interactions to over 1.5 million articles about coronavirus reached 500 million in just a week during February, according to a new report from NewsWhip, “Coverage of the Coronavirus on Web and Social.” The report tracks the spread of coronavirus coverage online, which publishers have driven conversation around the issue and how brands are keeping an open line of communication with their customers.

In early January, the first English media mention of the virus came from a disease tracking website called FluTrackers, capturing the attention of other publishers. During that week, fourteen articles on the topic were published, with around 1,500 engagements. 

Coverage picked up in the mainstream press, including The New York Times and NBC, in the second week of January, resulting in 90,000 engagements on around 1,300 articles.

Engagement reached a tipping point in week three of January when 3,500 articles were published, with engagements per article increasing from 70 to 350, resulting in over a million engagements that week. Accounting for over half of the 1.2 million engagements was a story from BBC News confirming cases had tripled through infection. The story received 767,000 engagements.

Interaction to coronavirus web coverage increased from 36,701,100 engagements in the fourth week of January to 58,519,451 engagements in the fifth week.

Brands have prioritized communication with their customers during the pandemic, with many brands like Google and Walmart quickly releasing statements on their preparation and response for coronavirus while others announced updates to their policy to allow paid employee sick leave. 

The most engaged articles about coronavirus from brands include one from Microsoft (119, 512 engagements) about protecting its employees’ health and income of hourly workers, one from Walmart’s corporate site on how it’s responding to the virus (22,023 engagements) and one from Johnson & Johnson on what consumers need to know about the virus (14,060 engagements).

The most engaged websites for coronavirus content include NBC and its local affiliates (over 41 million engagements) and CNN (20 million engagements).

Engagements to political stories about the virus ranged from 767,000 to 2.1 million.

Highly engaged stories about the science of coronavirus included those from The Washington Post and Vox, focusing on the scientific basis of social distancing to decrease the rate at which people get infected and the importance of washing hands. The Post’s story about flattening the coronavirus curve received 4.3 million engagements and Vox’s article about canceled events and self-quarantine’s ability to save lives received 2.5 million.

Articles explaining why canceled events are crucial in helping prevent the spread of infection were some of the most engaged stories written, including Vox’s mentioned above, one from Bloomberg about the coronavirus conference cancellation (1.9 million engagements) and one from ESPN on the NBA suspending its season (1.5 million engagements).

Digital Transformation At PwC With Reggie Walker

During this 198th episode of “Marketing Today,” I interview Reggie Walker, U.S. Chief Commercial Officer for Pricewaterhouse Coopers (PwC).  

We discuss Walker’s background and his long career at PwC. Then Walker takes us through the digital transformation happening within PwC and the impact of technology on professional services today and in the future.

Walker shares the importance of giving employees new skills and technology to transform the way you’re running your business, which ultimately impacts client experience. 

He says, “When you focus on your people, and you build the right skills within them, those are your factors of production that you can then take out and use in multiple ways.” 

When providing advice for peers in other large companies, Walker advises that training employees and setting very clear expectations is essential. 

As Walker reflects on the future of professional services, he remarks, “Creating more personalized experiences is really what’s starting to win the day.” Walker’s thoughts on the digital transformation within PwC can help us think about how other businesses can use technology to change the way that we work. 

Highlights from this week’s “Marketing Today”:

  • Reggie provides background about his 27-year career at PwC. (01:17)
  • Reggie describes pivotal moments in his career. (03:47) 
  • Reggie tells us about his current role as Chief Commercial Officer for the U.S. at PwC. (04:37)
  • What was it like to transition from his prior role to his current position? (06:10) 
  • Reggie explains the various components of marketing and sales at PwC. (7:10) 
  • Hear about the transformation initiative happening within PwC. (9:53) 
  • How PwC doubled down on its organization internally. (12:51)  
  • The vision PwC has for taking what they’ve done to create a unique client experience. (14:35)
  • Reggie’s advice for peers in other companies that are working on large scale change. (16:43)  
  • Reggie discusses the future of professional services. (19:38)  
  • What are the top opportunities or challenges Reggie’s clients are bringing to him in 2020? (21:55) 
  • Is there an experience in his past that defines who he is today? (26:59) 
  • What is the advice Reggie would give to his younger self? (29:31)
  • Are there any brands, companies, or causes that Reggie follows that he thinks other people should take notice of? (31:13)
  • Where does he see the future of marketing? (34:00) 

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Alan B. Hart is the creator and host of “Marketing Today with Alan Hart,” a weekly podcast where he interviews leading global marketing professionals and business leaders. Alan advises leading executives and marketing teams on opportunities around brand, customer experience, innovation and growth. He has consulted with Fortune 100 companies, but he is an entrepreneur at his core, having founded or served as an executive for nine startups.

Mobile Marketing Spend To Grow 73 Percent Over Five Years, Report

Results from the February 2020 CMO Survey are in. The survey, administered bi-yearly online, covers the opinions of top marketers on budgets, firm capabilities and social media. Here we’re covering the survey’s most important findings.

Marketing budgets will increase, but not as much as last year’s prediction. The survey found that marketing budgets are expected to grow by 7.6 percent in 2021, a decline compared with last August’s 8.7 percent growth. Marketing budget as a percent of firm revenues will grow to 8.6 percent, a nine percent increase since 2018, while marketing budget as a percent of firm budget remains consistent at 11.3 percent. 

Digital marketing is growing faster than traditional marketing with brands spending nine percent on customers, 7.1 percent on brands and 6.1 percent on product innovation. Marketers are spending 15.2 percent of budget on customer experience, a 71 percent increase over the last three years.

Marketing capability development remains the top marketing knowledge priority for service companies, even more than product companies, at 12.7 percent followed by marketing consulting services at 11.2 percent.

Marketers are investing 54 percent of spending on existing markets and offerings while diversification remains the lowest growth strategy. Companies are continuously focusing on domestic marketing with a 13 percent increase observed since 2012.

Current budget spending on China is at 2.1 percent, up 1.7 percent three years ago. Marketers plan to increase Chinese budgets 100 percent to 4.2 percent in three years with the biggest spenders in mining and tech.

When data was collected for this survey in January, Chinese budgets were expected to exponentially grow. However, the outbreak of the Coronavirus may eventually slow international spending given the disruption of consumer spending in China, as cities are currently being described as ghost towns. Similarly, an outbreak in the US could disrupt consumer spending here, which accounts for 70 percent of the economy.

Internet sales as a percent of revenues are at the highest level in a decade at 13.5 percent. The space is dominated by B2C companies at 18.1 percent.

Social media remains important for marketers as spending grew to 13 percent of marketing budgets, the second-highest point in CMO Survey history. Companies with 10 percent internet sales dedicate more than twice the spending to social media than those with no internet sales. Outside agencies now perform about a quarter of all social media activities, the highest level reported since the question was first asked in 2014.

Across all industries and company sizes, social media spend for companies will increase by 62 percent over five years. Despite this, marketers continue to rate it as contributing only moderate value to company performance (3.4 on a seven-point scale).

Mobile spend also continues to rise and is expected to grow 73 percent over the next five years, with companies citing social ads the highest spend in mobile. Companies that sell at least 10 percent online see the most value with mobile, averaging 4.1 percent compared to a 2.7 average for companies that don’t sell online. Difficulty tracking customers across the mobile journey is the top challenge for companies.

Among the quality of companies’ marketing knowledge resources, companies ranked marketing capabilities highest, followed by customer insights then competitive intelligence. Online sellers rated their marketing knowledge resources as higher in quality, dominated by analytics and intelligence.

Survey results are based on a sample of 265 top marketers at for-profit US companies, 98 percent of which include responses from vice president level or above, surveyed from January 7-28, 2020.

Delta Air Lines Transforms Mobile App Into Digital Travel Partner

Delta Air Lines recently announced plans to overhaul its mobile app, Fly Delta, and shared details about its expanding partnership with Lyft to potentially let customers pay for rides using travel miles.

The airline’s goal is to transform its app into a digital concierge that appeals to mobile-savvy consumers. The improved app will offer customers curated partner services, such as the linking of Delta SkyMiles and Lyft accounts helping customers earn miles during Lyft rides. 

The app will proactively notify users of any travel-impacts such as weather and traffic and is powered by Delta’s new artificial intelligence-driven machine learning platform. Travelers will also be alerted when their seat is boarding when virtual queuing comes to the app later this month. Updates to the mobile app follow Delta’s recent moves to integrate Transportation Security Administration (TSA) wait times in select airports and offer international automatic check-in and pre-select meals. 

“Customers tell us they want Fly Delta to become their ‘home base’ for managing their travel day. That’s why we’re evolving the app to become the ultimate travel companion for all points of your journey–with an eye on expanding the convenience and value of using miles as a form of payment for services with Delta and partners, throughout,” said Ed Bastian, CEO of Delta Air Lines.

Integrating ride shares into the Delta travel experience follows findings from an independent study Delta conducted that shows ride-sharing helps make travel days more enjoyable. Delta and Lyft first teamed up in 2017, a partnership that has since earned SkyMiles members more than 1.5 billion miles nationwide.

A Majority Of Marketers Worry About Rising Cost Of Facebook Ads

Eighty-five percent of marketers are concerned about the rising costs of Facebook ads, according to a LiveIntent study which polled 200 marketers who spent at least $100,000 on Facebook ads during October.

Research from earlier this year found that Facebook CPM rates have grown 90 percent year-over-year for marketers. Since Q1 2019, CPM cost increased by 11 percent, reaching $7.84. Additionally, 42 percent of marketers are spending more in 2019 than 2018, largely due to the growing cost of Facebook ads. LiveIntent’s data shows that the increased cost is a concern for a majority of marketers, with 13 percent extremely concerned about the trend. If costs continue to grow, nearly half of the marketers polled believe they could be priced out of paid Facebook ads. 

A separate study commissioned by LiveIntent found that 35 percent of new LiveIntent customers had moved to LiveIntent due to either higher Facebook costs or slowing performance. 

Today, 3 million businesses actively advertise on Facebook. More than 70 percent of those businesses are based outside of the US. But with the rising cost of Facebook CPMs, some may be forced to turn to other platforms and channels. To successfully compete against other brands, the report notes that marketers must diversify their ad spend. 

“Marketers who abandon Facebook entirely abandon one of the largest nation-states ever known to humanity. Instead of missing out on this font of audiences, marketers should be aware of when they run into audience fatigue on Facebook (the cost to find new audiences go up) and work to balance their Facebook spend with inventory that has incremental and new audiences,” Kerel Cooper, SVP, global marketing at LiveIntent tells us.

Cooper adds that as a result, marketers will turn towards other measurable media. “Most likely, that will be the email channel, where brands can be sure they are reaching a known person when they are logged-in and engaged. After all, you need to log in and open an email to have the ad served,” notes Cooper.

Listeners Can Talk Back To Pandora’s New Voice Ads

Pandora has launched mobile interactive voice ads to build upon the hands-free feature, “Voice Mode,” it introduced to users in July. Brands like Doritos, Unilever, Comcast, Wendy’s and Ashley HomeStores have already tested the voice ad functionality, which prompts listeners to answer a “yes or no” question before providing more information about a brand or product. If a user doesn’t respond within a couple of seconds or says no, music resumes playback so as not to disrupt the listening experience.

Pandora says it used a series of voice-based tests within focus groups and internal betas to understand the best practices for marketers looking to utilize the new voice-based offering. It found that voice ads reduce friction within the listener experience as consumers saw the benefit of being able to interact hands-free when content was relevant and when creative allowed for a simple “yes.” To capture listeners’ attention and drive higher verbal engagement, Pandora helped brands use clever, useful content and explicitly informed listeners that the voice ads are a new way to engage.

The streaming platform scripted and produced voice ads for a number of brands that were invited to utilize the capability. Among the major advertisers that tested the new ads were Unilever and Nestlé while others like DiGiorno’s and Hellmann’s also gave them a shot. The audio ads give listeners a brief explanation of how they work before playing a short, branded message. For example, Hellmann’s promoted its Best Foods Mayonnaise with the following: “This is a totally new kind of ad, one you can talk to . . .want to find out how to take your grilled cheese from cheesy to yes-pleasy?” After the user responds, the ad goes on to explain how mayonnaise spreads easier than butter, ending with the sound of a crispy crunch.

Pandora started its audio initiative earlier this year when it gave users hands-free control of the app via “Voice Mode,” which according to Pandora, has been adopted by millions. With the US population spending more time with digital audio, Pandora knows voice-based ads are the new way to reach rapidly evolving audiences. According to eMarketer’s April 2019 forecast, more than three-quarters of US internet users will listen to digital audio formats like streaming music and podcasts at least once a month. Additionally, the average US adult will spend more time listening to digital audio than listening to radio in 2020.

“The rapid adoption of smart speakers has made people more comfortable and excited about general voice habits, whether on a mobile device or smartphone. Marketers, rightfully, always seek to interact with consumers through the most frictionless and native experiences. But there are also gaps in measurement in the audio space. While we know it’s effective and have means to prove that, a quick signal has not been as readily available. Voice enables people to speak back, which also provides a signal to measure,” Claire Fanning, vice president of ad innovation strategy at Pandora, tells us.

Johnnie Walker Launches Digital, OOH Campaign Through Lens of India

Johnnie Walker Whisky is launching an out-of-home (OOH) campaign featuring the work of India’s influential travel photographers. Accompanied by a digital series, “#TheTravellingBillboard” will travel to the uncharted corners of India. Photographers will capture the billboard’s final destination, with one of them becoming the lead creative for OOH ads placed in outdoor sites throughout the country. 

The campaign is a celebratory personification of the brand’s logo, the striding man, aimed at encouraging fans to get out and explore the world. Destinations highlighted via the billboards include India’s abandoned Kuldhara village and the underwater terrain of Andamas. 

Johnnie Walker is amplifying the campaign with the help of 150 social media influencers who will capture their own journeys through a mini version of a billboard of their own. An Instagram filter exclusive to users in India is available to engage people and encourage user-generated content (UGC) that captures the beauty of Indian destinations.

A campaign targeting India’s consumers is a strategic move on Johnnie Walker’s part as the drink is particularly popular within India. Whisky, in general, is favored by India as a study from Bank of America Merril Lynch found that in 2014, Indians consumed 1.5 billion liters of whisky while the US only managed to drink 462 million liters.

Johnnie Walker received another lift in India after launching a cocktail called Johnnie Ginger in 2017. Sales of the brand have increased more than twofold in outlets where Johnnie Walker introduced the cocktail. 

In 2018, Johnnie Walker launched a multi-million dollar campaign called “Keep Walking” to honor India’s successful Mars mission. The campaign included a 20-minute short film and was activated over multiple channels including television, digital, OOH, malls and airports.

The Cost Of Consumer Attention In Our Cluttered Digital Landscape

Originally published at AW360 by Sean McCaffrey.

We’re asking consumers to apply their minds at moments where that isn’t possible.

Can I have your actual attention? To read this, you’ll have to sacrifice part of your mind to process what I want to say, so I better get it right or you won’t come back again.

This is the basic transaction we’re making with consumers every day, and it’s easy for us to forget how hard it can be to focus. Right now, you’ve probably considered leaving this article to check that latest Twitter notification or Instagram story update. Some of you already have.

When we break through, it works. When it doesn’t, consumers move on.

That cost is tremendous when taken in total, millions of dollars every day are lost due to viewability issues (Forrester Research found that U.S. marketers wasted as much as $7.4 billion on digital display ads alone last year, 56 percent of those from ads that were either fraudulent or unviewable inventory).

It’s our responsibility to figure out what went wrong—why the message wasn’t right, how the creative could be stronger, why the targeting was off, or how to tell if it’s humans or bots who are watching. Fair enough, our daily challenge as marketers is figuring out how to optimize everything and adapt accordingly.

That’s also why capital-a Attention is creeping back into marketing narratives. Targeting and measurement today are better than ever. Sponsored content looks more like original programming than advertising. DNA-testing giant Ancestry moonlights as a partner for the show Who Do You Think You Are?returning to NBC after a seven-year hiatus to help celebrities uncover their family histories. We’re so good at these things, yet when campaign metrics and conversions don’t meet expectations, Attention becomes the next factor to test.

It’s very difficult to find moments to reach consumers when they aren’t distracted. We think of true engagement as being deeply engrossed in original programming, binging The Marvelous Mrs. Maisel for a few hours, but 45 percent of viewers often or always use devices while watching TV.

Even the best original programming faces the same challenge brand campaigns do. What good is a great campaign if it’s delivered in a way that the intended recipient isn’t capable of paying attention?

We need to seriously consider Attention as the new engagement and targeting. So, if great content is the “What” we capture consumer attention with, perhaps we also seriously consider where and when they pay attention and give consideration the most?

According to a study GSTV commissioned with Mastercard, consumers are +3.7x more attentive to advertising when on the go. Given that consumers also check their phones 52 times a day advertisers should start addressing viewer attention by reaching them when they aren’t in their homes juggling screens.

Tune out is inevitable, and where brands win the game of Attention is being where their consumers are, leaning on the strengths of a diverse omnichannel strategy to entertain and inform consumers as their attention wanes from screen to screen. GSTV is a measurable solution to help solve the fight for attention. In fact, we have the Attention of 93 million captive adults 18+ every month, for an undistracted 3-5 minutes, in a 1:1 engagement while they fuel up their vehicles—at a natural pause point in their day. GSTV’s reach is a compliment to TV buys, boosting campaign reach and engaging consumers on days we know they are spending more money.

With content more engaging than ever, and distraction at an all time high, Attention is a vital ingredient to accelerating consumers along their journey. Meeting consumers in the right place, with the right messaging and during the right time in their day is a winning Attention formula. Advertisers who understand this and figure out how to get their message across to a captive and broad audience leveraging data and targeting, rise above and win.

What Marketers Need To Know About Amazon Influencer Storefronts

Originally published on ION.

(Editor’s note: AList is published by To get up to speed on the rapid changes affecting the influencer marketing landscape, click here.)

In its ongoing attempt to join the likes of the Google and Facebook digital duopoly, Amazon rolled out personalized online storefronts for social media influencers. An extension to the influencer program it launched in 2017, the move could help marketers better tie influencer activity to hard product sales, in addition to amplifying reach and engagement. Here we explore the steps marketers should take to stay in front of the new platform and how to make the most out of Amazon storefronts right now.

The central difference between Amazon affiliate links and the Amazon influencer storefront is that the storefront houses links to products recommended by influencers. The storefront provides influencers with their own page and a URL to showcase their recommendations which is helpful where hyperlinking isn’t possible—for example, on Instagram captions and videos. 

Influencers must have a YouTube, Instagram, Twitter or Facebook account to qualify for an Amazon storefront. Amazon doesn’t provide much detail on how follower size impacts qualifications beyond noting that it “looks at the number of followers and other engagement metrics of the influencers’ social media presence.” Influencers who become verified on Amazon have a verified badge and link on their storefront as well as access to Amazon social experiences, called bounties, and forthcoming new benefits that Amazon has yet to disclose. Once set up, virtual storefronts can be customized through photos and a bio. The influencer program is currently available in the US, UK, Canada and India.

The move helps consumers, too, letting them easily follow storefronts to they can stay up-to-date on products their favorite influencers suggest. From there, shoppers will receive updates via email and push notifications whenever the influencer contributes new content to the site, including reviews and the creation of new “Idea Lists” on the storefront’s page.

According to Liane Mullin, COO of WhatsUpMoms, a parenting network with 1.6 million subscribers on YouTube, sales commission depends on the product category. Marketing Land reported that Amazon approached Mullin’s team about setting up their own storefront. “Our community has always asked for our product recommendations, but we didn’t really have a great solution to aggregate all of our favorite products. Amazon is a trusted site for a lot of parents, so it was an easy decision to partner with them for our first online store,” Mullin told Marketing Land

As for commission rates, they vary from one percent to 10 percent, as Business Insider noted. The storefront is equipped with a reporting tab within Amazon that tracks the sales of products and bounties. In addition to tapping major influencers, Amazon is also targeting micro-influencers who have small but highly engaged audiences.

In addition to Amazon influencer storefronts, there is Storr and Like To Know It, two retail concept platforms that allow users to curate collections and shopping experiences much in the same way that Amazon storefronts work. San Francisco-based Storr, which launched earlier this year, allows anyone to open their own store via their phone. Storr owners can make up to 15-25 percent on commission. Similarly, Like To Know It was created in 2017, and by the end of its first year, had over 1.3 million registered users on the mobile app and over $300 million in sales coming from its shoppers. The platform is driving influencer sales at scale, as research mentioned on Forbes noted that four of five of Nordstrom web visits came from influencer-driven referral traffic, 79 percent of which came from Like To Know It and its parent brand, rewardStyle, in 2017.

With Amazon influencer storefronts, Storr and Like To Know It, influencers are crafting experiences that are more shoppable for followers on platforms where it’s not easy to link out to a product. For example, to shop on Instagram, one must remain in the app. Custom links to storefronts simplify the user experience and expose followers to new products they potentially wouldn’t search for on their own.

While the storefronts provide influencers a new way to monetize their popularity, it’s not clear yet to what extent Amazon’s initiative will benefit marketers. The program is in its early stages and marketers currently have no access to influencers’ storefront metrics. In the beginning stages, brands will have to rely on influencers to provide traffic data, making the storefront retail concept not entirely immune to fraud.

The storefronts will, however, move marketers one step closer to understanding the value of influencer marketing beyond awareness raising. After storefronts become more established, marketers will have better insights into the conversion rates of each influencer and that data will help them navigate those relationships accordingly. The question that remains for marketers is whether or not they can retarget influencers’ audiences beyond their storefront and incorporate those consumers into their larger brand strategy.