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Academic Journal of Business & Management, 2025, 7(1); doi: 10.25236/AJBM.2025.070123.

The Rise of Nano-Influencers: Case Studies of Daniel Wellington, CeraVe, and Lush Cosmetics in Digital Marketing

Author(s)

Zhiyu Jiang 

Corresponding Author:
Zhiyu Jiang
Affiliation(s)

Keystone Academy, Beijing, 101318, China

Abstract

The rise of nano-influencers has revolutionized digital marketing by shifting focus from large-scale celebrity to smaller influencers, since they have closer bonds with targeted consumers. Nano-influencers, defined as those with 1,000 to 10,000 followers, offer a unique advantage in building trust and relatability through their authentic and personalized content. This paper examines the characteristics, benefits, and challenges associated with nano-influencers, focusing on their ability to drive higher engagement rates and create meaningful consumer connections compared to macro-influencers. Through case studies of Daniel Wellington, CeraVe, and Lush Cosmetics, the analysis explores how these brands successfully utilized nano-influencers to achieve distinct marketing goals, from increasing ROI and engagement rates to fostering sustainability-focused brand loyalty. The paper also discusses platform dynamics, particularly how social media algorithms like those of TikTok and Instagram favor community-driven and authentic content from nano-influencers. Additionally, the financial benefits of partnering with nano-influencers, such as cost-efficiency and higher return on investment (ROI) for brands, are highlighted alongside challenges like scalability and market saturation. The paper illustrates critical need for match with brand values and the strategic use of emerging technologies to optimize campaigns, shaping the future of influencer marketing.

Keywords

Nano-influencers, social media engagement, brand authenticity, influencer marketing

Cite This Paper

Zhiyu Jiang. The Rise of Nano-Influencers: Case Studies of Daniel Wellington, CeraVe, and Lush Cosmetics in Digital Marketing. Academic Journal of Business & Management (2025), Vol. 7, Issue 1: 173-180. https://doi.org/10.25236/AJBM.2025.070123.

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