This webinar deck reveals 6 influencer marketing shifts emerging in leading technology companies. Discover key findings from new industry research, brand-new data illustrating how influencers impact B2B organizations, and ways to apply the trends in practice to enable B2B success .

2. BUT, FIRST…
I N T R O D U C T I O N
# I N F L U E N C E B 2 B E N A B L E P O P - U P S
Q U E S T I O N S T E C H I S S U E S ?
T R A A C K R

3. 3
TODAY’S PROGRAM
I N T R O D U C T I O N
M A R K S C H A E F E R
Speaker, Author,
Educator
@ markwschaefer
E V Y W I L K I N S
Today’s Moderator
VP ABM, Traackr
@evylyons
S E T T I N G T H E S C E N E
6 T R E N D S & H O W T O
A P P LY T H E M
K E Y TA K E A WAY S
Q & A
T R A A C K R
# I N F L U E N C E B 2 B

4. 4
B2B MARKETING
IS NOT EASY
S E T T I N G T H E S C E N E
F R AG M E N T E D
C H A N N E L S
B U Y E R
C O N T R O L S
T H E J O U R N E Y
T R U S T I S H A R D
T O C O M E B Y
O L D TA C T I C S
D O N ’ T
W O R K
01 02 03 04 …
# I N F L U E N C E B 2 B
T R A A C K R

5. 5
While our go-to channels are
in turmoil, there is one bright
spot growing at light speed…
influencer marketing
M a r k S c h a e f e r

6. 6
people who shared content
said they better understood the
product and the company.
- T h e N e w Yo r k T i m e s
85%
# I N F L U E N C E B 2 B
T R A A C K R

7. 7
adults say their purchasing
decision is affected by content
they see shared on the web.
- T h e N e w Yo r k T i m e s
70%
# I N F L U E N C E B 2 B
T R A A C K R

8. 8
technology buyers prefer 3rd
party opinions when evaluating a
vendor, which they are open to
discovering on social media.
- H o t w i r e P R s t u d y
83%
# I N F L U E N C E B 2 B
T R A A C K R

9. 9
INFLUENCER MARKETING IS
VIEWED AS A STRATEGIC PRACTICE
71%brand marketers rate
influencer marketing as
a strategic or highly
strategic prac tice
# I N F L U E N C E B 2 B
T R A A C K R

10. # I N F L U E N C E B 2 B
T R A A C K R
YET B2B HAS BEEN SLOWER TO
ADOPT INFLUENCER MARKETING
55% of B2C companies run ongoing/integrated programs,
compared to only 15% of B2B companies
43%
28%
24%
5%
31%
14%
48%
7%
Integrated Program Ongoing Program Campaign-driven Program Experimenting
49%
36%
11%
4%
ALL B2C B2B

11. 11
Microsoft
A M A N D A
D U N C A N
HPE
B E C C A
TAY L O R
SAP
A M I S H A
G A N D H I
Aruba
P E G A H
K A M A L
B2B TECHNOLOGY INFLUENCER
MARKETING PRACTITIONERS
E X P E R T I N T E R V I E W S
Dell
K O N S TA N Z E
A L E X - B R O W N
IBM
A N D R E W
G R I L L
Social Tribe
M E G A N
C O N L E Y
Forbes
A N N
M A R I N O V I C H
Intel
N I C O L E
S M I T H
Samsung
M A X I M E
G U I R AU T O N

12. LIVE POLL RESULTS
J O I N T H E C O N V E R S A T I O N

13. EMERGENCE OF MICRO-
INFLUENCERS VS. MACRO-
INFLUENCERS
6 T R E N D S
1

14. 14
T R E N D # 1
• Topical expertise
N I C O L E S M I T H
• Customer relevance
A M I S H A G A N D H I
• Highly specialized conversations
K O N S TA N Z E A L E X - B R O W N
SEEING BEYOND
FOLLOWER COUNT
Intel SAP Dell
# I N F L U E N C E B 2 B
T R A A C K R

15. 15

16. 16

17. C A S E I N P O I N T
W H O I S T H E I R A U D I E N C E
D E M O G R A P H I C A L LY ?
P Y S C O G R A P H I C A L LY ?
WHO EXACTLY DO
YOUR INFLUENCERS
INFLUENCE?

18. C A S E I N P O I N T
W H O I S T H E I R A U D I E N C E
D E M O G R A P H I C A L LY ?
P Y S C O G R A P H I C A L LY ?
WHO EXACTLY DO
YOUR INFLUENCERS
INFLUENCE?

19. NECESSIT Y TO LEAD
WITH PURPOSE OVER
PROMOTION
6 T R E N D S
2

20. 20
T R E N D # 2
• B2B environments not
kind to “celebrity”
endorsements
A N D R E W G R I L L
• Clearly outline expectations
with training workshops
K O N S TA N Z E A L E X - B R O W N
• Editorial control is a must
M A R K S C H A E F E R
ALWAYS REMEMBER THE
FIFTH “P” - PURPOSE
DellIBM Author, KNOWN
# I N F L U E N C E B 2 B
T R A A C K R

21. 21
MATURE BRANDS INVEST 7X MORE
THAN LAGGERS
T R E N D # 2
2017 Influencer Marketing Budget
L AG G E R S M AT U R E B R A N D S
FUTURE INFLUENCER
MARKETING BUDGET
FOR THOSE WHO
SPEND MORE THAN
250K
FOR THOSE WHO
USE TECH
Staff
Tech
Agencies/Services
Content
Events
Infl. Compensation
0 5 10 15 20 25
Staff
Tech
Agencies/Services
Content
Events
Infl. Compensation
0 5 10 15 20 25
358,000 2,512,200
Includes companies experimenting with IM and using it as
an add-on to campaigns
Includes companies running an ongoing program and
embedding IM into all marketing ac tivities

22. IMPORTANCE OF EXPERT
VOICES AND THEIR
RELATIONSHIP WITH
BRAND VOICE
6 T R E N D S
3

23. 23
T R E N D # 3
• Constructive feedback
triggers a fruitful
exchange
A M A N D A D U N C A N
YOU MUST HANDLE THE
TRUTH
Microsoft
• Be willing to relinquish
control of the message
B E C C A TAYO R
HPE
# I N F L U E N C E B 2 B
T R A A C K R

24. TRANSITION FROM
CAMPAIGN-DRIVEN
ACTIVITIES TO “ALWAYS-
ON” ENGAGEMENT
6 T R E N D S
4

25. 25
T R E N D # 4
• Influencers aren’t made
to order
A N D R E W G R I L L
• Own influencer
relationships in-house
P E G A H K A M A L
ABILIT Y TO SEE BEYOND A
CAMPAIGN
IBM Aruba
• Relationship-centric from
the start
M E G A N C O N L E Y
Social Tribe
# I N F L U E N C E B 2 B
T R A A C K R

26. 26
CASE IN POINT:
INFLUENCERS IMPACT THE
BUYER’S JOURNEY
T R E N D # 4
VISIONARIES VISIONARIES
TRUSTED ADVISORS
INDEPENDENT VOICES

27. 27
ALWAYS ON PROGRAMS
YIELD GROWING IMPACT
T R E N D # 4
Traditional influencer programs can help build best prac tices. Always-on
programs leverage every touchpoint to build relationships.
C A M P A I G N - B A S E D A L W A Y S - O N

28. INTEGRATION OF SILOS
IN FAVOR OF CROSS-
FUNCTIONAL
COLLABORATION
6 T R E N D S
5

29. 29
MATURE BRANDS CHAMPION INFLUENCE
AT A HIGHER, CROSS-FUNCTIONAL LEVEL
T R E N D # 5
What role do you see influencer marketing playing within your
organization in the nex t three years?
0
10
20
30
40
Primary area of digital mktg investment Integrated in all disciplines Cross-functional discipline
Catalyst for digital transformation None of the above
0%
15%
30%
45%
60%

30. 30
• Brands appear unapproachable
• Develop true peer-to-peer dialogue with
key [industry] people
• Connect with leaders in IT, finance,
accounting, and other disciplines
M a x i m e G u i r a u t o n
B 2 B M A R K E T I N G D I R E C T O R , S A M S U N G

31. EVOLUTION OF
MEASUREMENT FROM
REACH TO OUTCOMES
6 T R E N D S
6

32. 32
T R E N D # 6
• Influencer partnerships
generate 2-4X greater
return
A M I S H A G A N D H I
• Analyze success across
content and channels
N I C O L E S M I T H
• Requires all the systems to
talk to each other
P E G A H K A M A L
TOWARDS AN INFLUENCE
ATTRIBUTION MODEL
SAP Intel Aruba
# I N F L U E N C E B 2 B
T R A A C K R

33. 33
BRINGING VISIBILIT Y TO
MEASUREMENT OUTCOMES:
A WORK-IN-PROGRESS
T R E N D # 6
A w a r e n e s s
R & D
Q u a l i t a t i v e m e a s u r e s
S E O
S a l e s
T R A A C K R
# I N F L U E N C E B 2 B

34. STRATEGIC PLANNING
BUSINESS GOALS MARKETING GOALS
INFLUENCER
MARKETING
STRATEGIES
Targets for the overall
business
Marketing’s target
contribution to business
goals
Initiatives to achieve
marketing goals
Grow revenue by X% Source X% of pipeline targets
Build relationships with
influential developers using X
technology
# I N F L U E N C E B 2 B
T R A A C K R
T R E N D # 6

35. 35
MEASUREMENT MATRIX
INPUTS OUTPUTS OUTCOMES
Program activities Impact on influencers
Impact on target
audience
Influencer Touchpoints
Share of Voice
per influencer/channel
Overall Share of Voice
T R E N D # 6
T R A A C K R
# I N F L U E N C E B 2 B

36. 36
M E A S U R E M E N T
INPUT: INFLUENCER
PERFORMANCE
T R A A C K R

37. 37
M E A S U R E M E N T
OUTPUT: LOOK FOR
OPPORTUNITIES IN THE DATA
T R A A C K R

38. 38
M E A S U R E M E N T
OUTCOME: MEASURE SHARE OF
INFLUENCE
T R A A C K R

39. 39
W H A T H A P P E N S N E X T
R E L AT I O N S H I P S O V E R
P R O D U C T - O R I E N T E D
C A M PA I G N S
C E N T R A L I Z E D
C O O R D I N AT I O N H U B
F O R WA R D - T H I N K I N G
M E A S U R E M E N T
M I C R O E X P E R T
C O M M U N I T I E S
D I S C O V E R W I T H
T E C H & I N T E R N A L I N P U T
CREATE AN ENVIRONMENT
THAT RECOGNIZES:
T R A A C K R

40. Q U E S T I O N S ?

41. FURTHER READING
& CONVERSATION
C O N C L U S I O N
@ m a r k w s c h a e f e r @ e v y l y o n s @ t r a a c k r

42. Thank you.

43. 43
BUILDING A GLOBAL PROGRAM
FOR SAP: START SMALL & SCALE
1 E V E N T 1 1 I N F L U E N C E R S 1 7 % T R A F F I C
C A S E I N P O I N T
T R A A C K R

44. 44
BUILDING A GLOBAL PROGRAM
FOR SAP: START SMALL & SCALE
G L O B A L E V E N T S
H U N D R E D S O F
I N F L U E N C E R S
P I P E L I N E
AT T R I B U T I O N
C A S E I N P O I N T
T R A A C K R