On January 6, 2026, PMG announced the acquisition of Digital Voices, an influencer marketing agency with teams across London, New York, and Costa Rica. The deal adds approximately 70 employees to PMG.
Digital Voices brings established creator program delivery expertise alongside proprietary tools designed to support more structured influencer operations, including centralized campaign management, benchmarking, and insight generation. PMG has positioned the acquisition as a capability acceleration move.
The acquisition can be interpreted as an effort to accelerate influencer capabilities rather than enter a new service line. Digital Voices adds established creator program operations and enabling capabilities that support more consistent influencer program execution and oversight.
For PMG, the strategic value appears to be in making influencer marketing easier to scale as part of a broader growth model, spanning performance, brand storytelling, and commerce outcomes. Notably, PMG’s positioning has emphasized integration rather than adjacency, suggesting an intent to embed influencer intelligence, workflows, and execution into its operating model rather than treating influencer marketing as a standalone specialty.
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Acquiring influencer marketing agencies and platforms is becoming a repeatable pattern
Zooming out, recent acquisitions by major agency groups show a clear direction. Influencer marketing is being reshaped through targeted capability expansion. Agencies are bringing influencer agencies and enabling platforms in-house to gain tighter control over execution and measurement.
This reflects a broader consolidation trend. Agencies are internalizing the elements that are hardest to scale through partner networks alone. These include creator discovery, activation management, analytics, and integration with data and identity assets.
Exhibit 1 illustrates how targeted acquisitions have become a primary driver for agencies to rapidly build, scale, and integrate influencer marketing capabilities across strategy, activation, and analytics.
Exhibit 1:
Source: Everest Group (2026)
Taken together, these acquisitions indicate that influencer marketing is moving closer to the center of agency delivery, with capability building now being treated as a strategic investment rather than an add-on. This context helps explain the specific advantages agencies can deliver to enterprise buyers.
The agency advantage: what scaled influencer capability unlock
When influencer marketing is embedded into an agency’s core delivery model, it enables a set of advantages that enterprise buyers increasingly value:
- Creator partnership depth: repeatable access to category-relevant creators and communities, with relationship continuity and credibility management
- Creator-led activation: creators shape narratives and formats early, producing platform-native storytelling that improves resonance and reduces creative waste
- Platform-led Intellectual Property (IP): agencies prioritizing ownership of the operating layer that makes creator programs scalable
- Enterprise governance: standardized controls for disclosures, rights usage, approvals, brand safety, and cross-market consistency
- Performance intelligence: benchmarking and outcome-oriented measurement that supports investment decisions, not just reporting
These operational advantages, in turn, have direct commercial consequences, shaping agency growth models, investment decisions, and competitive positioning, and helping explain why acquisitions are increasingly being used to accelerate influencer maturity.
Business implications for enterprises
For enterprises, consolidating influencer marketing capabilities within agencies affects how influencer programs are planned, governed, and assessed as part of broader growth and commerce strategies. Agencies that have expanded influencer marketing capabilities through acquisitions are often able to mature their delivery model faster than those building internally, enabling them to support larger, more complex, and longer-term engagements.
This consolidation creates several practical implications for enterprise buyers:
- Higher confidence in performance accountability: Acquired influencer capabilities typically introduce more consistent measurement frameworks, benchmarks, and reporting discipline
- What it means for enterprises: Influencer investments can be evaluated with clearer performance evidence, supporting stronger budget allocation and optimization decisions
- Delivery reliability at scale: Standardized operating processes reduce dependencies on fragmented external partners and improve consistency across timelines, quality checks, and reporting
- What it means for enterprises: Multi-market programs can be planned and executed with fewer delays and coordination gaps and more predictable outputs
- Stronger positioning in enterprise buying decisions: Influencer maturity is increasingly assessed within enterprise growth, digital, and commerce-led agency evaluations rather than as a standalone add-on
- What it means for enterprises: Influencers should be built into core agency scorecards and contract terms, with clear accountability and Key Performance Indicators (KPIs)
- Lower operational and reputational risks at scale
Standardized controls strengthen compliance on disclosures, brand safety, and rights usage as influencer activity becomes more visible and scaled
- What it means for enterprises: Programs can expand with reduced compliance risks and fewer brand-risk escalations, particularly across geographies
- More durable client relationships
Once embedded into campaign operations, content supply chains, and commerce programs, influencer capabilities can become harder to displace, especially when tied to measurable outcomes and integrated delivery
- What it means for enterprises: Contracts should explicitly protect data access, asset and rights ownership, and transition support to avoid dependency risks
As outlined above, influencer marketing is becoming a more strategic offering, favoring agencies with scaled, owned capabilities that are better positioned in enterprise buying decisions.
As these capabilities move in-house across agencies, the key question for enterprises is whether influencer marketing is being delivered through a standardized operating model or still managed as a collection of bespoke activations.
Conclusion
PMG’s acquisition of Digital Voices highlights how influencer marketing is maturing within agency operating models. Rather than expanding service breadth, agencies are using targeted acquisitions to strengthen execution depth, improve governance, and bring greater predictability to influencer delivery at scale. This reflects a broader shift in how influencer marketing is evaluated. The emphasis is shifting from isolated activation to repeatable delivery, supported by standardized workflows, stronger governance, and outcome-oriented measurement.
For enterprises, consolidation raises expectations in favor of agencies that can deliver influencer programs with consistent, multi-market execution over those focused primarily on creator access or creative execution. As influencer strategies integrate deeper into omnichannel ecosystems, agencies that blend technology-enabled governance with creative muscle will lead the charge.
To take the conversation forward, please contact Tanishqa Singh ([email protected]), Ravi Varun ([email protected]), or Lochan Surana ([email protected]).