MAM
Asci upholds 25 out of 38 complaints
MUMBAI: The Consumer Complaints Council (CCC) of the Advertising Standard Council of India (Asci) upheld complaints made against 25 advertisements from various sectors like education, healthcare, FMCG and F&B sectors, ads of which are being tracked on TV and newspapers nationally by NAMS in June 2012.
During the same period, the CCC did not uphold complaints against 13 ads while decision on one ad was kept pending.
In the healthcare sector, Leonardo Olive Pomace Oil ad, which claimed that the oil “fights cholesterol and heart disease” and “lowers blood pressure”, was upheld. The CCC concluded that the claims mentioned in the ad and cited in the complaint were not substantiated. The advertisement contravened Chapter I.1 of the Code.
Another ad that was upheld was of Kwality Walls Selection. According to the complainant, the advertorial makes a clear mention of the Kwality Walls Strawberry and Cheesecake as being an ice cream, when in reality it is a frozen dessert. The CCC concluded that the “mention of Kwality Walls as an ice cream”, is misleading and the advertorial contravened Chapter I.4 of the Code.
According to the complainant, the communication in the Amul Ice cream‘s leaflet shows a “Kwality Walls” cup to depict Frozen Desserts as the words “feel it say it” can clearly be noticed from the picture of the cup on the leaflet. The communication tantamounts to generic disparagement of the Frozen Dessert as a category in general and Kwality Walls Frozen Dessert in particular.
The communication further tries to pass off ice creams as a complete food which is easy to digest and full of energy. It is categorically stated no food can be termed a complete food, much less an ice cream. The CCC noted the contents of the advertisement and checked the advertiser‘s response and concluded that the advertisement did not denigrate the complainant‘s product. However, the portrayal of ice cream as a “complete food” was misleading and contravened Chapter I.4 of the Code. This complaint was upheld.
Also, the complainant noted that Cadbury Chocolates‘ ad is clearly in breach of the Maharashtra Prohibition of Ragging Act, 1999 as it directly/indirectly propagates ragging. The CCC concluded that the ad is in breach of the law and contravened Chapter III.4 of the Code. The complaint was upheld.
The other ads that were upheld in the healthcare sector were of Lotus Mustard Oil, TV 24 Shopee India, Om Healthcare Centre‘s Good Health, Slim Life, Sesa Hair Oil, Perma Healthcare‘s Seatone and Natural Medicine.
Dainik Bhaskar‘s ad was also pulled up by the CCC. According to the complainant, the print advertisement on the hoarding claims that Dainik Bhaskar “is 3 times of Dainik Jagran” and quoted false circulation figures both for themselves and for Dainik Jagran and also did not mention any source in their advertisement. The advertisement contravened Chapter I.4 of the Code.
According to the complainant, the print advertisement of Parachute Advanced Coconut Hair Oil claims that, “I have the World‘s Best Hair and so do you”, “International hair research has found that Parachute Advanced users have the World‘s Best Hair”. Claiming that Parachute Advanced users have the world‘s best hair is a superlative claim. The quality of hair does not depend only on hair oil. The CCC considered the technical data and concluded that the claim that its users have the “World‘s Best Hair”, is misleading. The advertisement contravened Chapter I.4 of the Code. The complaint was upheld.
Luminous Battery/Inverter as was also upheld because the CCC concluded that the claims mentioned in the advertisement like “Luminous Batteries give more backup when compared with other batteries” and cited in the complaint were not substantiated. The ad contravened Chapter I.1 of the Code.
Leads Bariatrics‘ TVC, which claimed “give a scar less weight loss surgery”, was upheld as the CCC concluded that the promotion of weight loss surgery is an oversimplification of the remedy to reduce weight. The claim is misleading.
Pure Roots Gold Cream Bleach‘s TVC claimed that the bleach has pure gold added in it. It also claims to remove dead cells and opens pores and gives instant glow in just ten minutes. According to the complainant, the advertiser needs to provide scientific proof to substantiate this claim. In the absence of supporting clinical information from the advertiser, the CCC concluded that the claims mentioned in the advertisement and cited in the complaint, were not substantiated. The advertisement contravened Chapter I.1 of the Code. The complaint was upheld. As per the advertiser‘s response, their company believes in fair and proper competition. On receiving a complaint from ASCI, the advertiser has already modified the said advertisement immediately.
The CCC concluded that the TVC for Third Eye of Nirmal Baba is likely to encourage superstition as well as it is likely to lead to grave or widespread disappointment in the minds of the consumers. The advertisement contravened Chapter I.5 of the Code. The complaint was upheld.
Videocon Air Conditioner‘s ad with claims like “Your daily dose of good health from Videocon air conditioners” and “Vita Air technology releases Vitamin C into the air” was pulled up by the CCC. The complaint said that the advertiser needs to substantiate these claims with technical comparative data. In the absence of comments from the advertiser, the CCC concluded that the claims mentioned in the advertisement and cited in the complaint, were not substantiated. The advertisement contravened Chapter I.1 of the Code.
In education sector, the CCC upheld the complaint against ads of Career Launcher‘s Powerful Prep Program, T.I.M.E. BBS/BCA/HM/LAW, Institute of Apparel Management, NIPS School of Hotel Management and Nalanda Institute of Advanced Studies Lovely Professional University.
Smartprep Education Smart Prep‘s Guidance and Expert Training was also upheld. As per the complaint, Smart Prep claims that its faculty has “delivered 5 out of top 10 Ranks and 46 out of top 100 ranks in BBS‘11”. Smart Prep should submit detailed evidence/ independent substantiation to validate its claim and is kept pending. The CCC considered the data submitted by the advertiser. The claim can be considered substantiated subject to a spot check by the ASCI Secretariat.
The CCC also received complaints against two print advertisement and 10 television commercials during the month of June 2012. The complaints were received against the ads of “Smart Prep Education Pvt Ltd.‘s Unique Training System‘‘, “Kamal Toordal”,” Uninor”, “Airtel”,” Indica 10 minutes Herbal Hair Colour”, “Fiat Punto Sport”, “Ayur Sunscreen Lotion”, “Nasivion “, “Fiama Di Wills‘s bathing bar “, “Sanofi Seacod “, “New Extra Strong Axe” and “Mahindra Duro 125 DZ”. However, as these advertisements did not contravene Asci‘s codes or guidelines, the complaints were not upheld.
Digital
GUEST COLUMN: How AI is restructuring distributor and retailer motivation models
From incentives to intelligence, AI is redefining how brands engage channel partners
MUMBAI: Artificial intelligence is rapidly transforming how brands engage with their most critical yet often overlooked stakeholders: distributors, retailers, and last-mile influencers. For Abhinav Jain, co-founder and CEO of Almonds Ai, this shift marks a fundamental departure from traditional, transaction-led incentive models toward behaviour-driven, data-intelligent ecosystems. In this piece, Jain examines how AI is enabling brands to decode partner motivations, predict engagement patterns, and deliver personalised, scalable experiences—ultimately redefining channel relationships from transactional exchanges to long-term growth partnerships.
Across many sectors, there is increasing recognition that motivating those who bring products to market (distributors, retailers, last-mile influencers) poses a growing challenge.
Brands continue to invest significant marketing and digital resources to consumers, yet in many countries and the vast majority of emerging economies, these types of consumer-focused investment areas have had little impact on ultimate product delivery. Rather, it is still the case that traditional retail continues to make up most products sold.
So why is it that the systems built around motivating these channels have yet to evolve?
For decades, distributor and retailer engagement revolved around static schemes – quarterly targets, volume-based rewards, and occasional trade promotions. These programs were designed around transactions, not behaviour. The assumption was simple: if incentives increase, performance will follow.
Now, with the advent of artificial intelligence, the definition of performance is being challenged.
With the development of artificial intelligence, businesses can move beyond simply creating loyalty based on transactional-based models and toward models built on behaviours, the behaviours of channel partners that are intrinsic to their motivations in engaging with particular brands. As a result, the means by which businesses develop relationships within their distribution network are starting to evolve; thus, ultimately changing how brands interact with those within their distribution network.
Assessing engagement: Transitioning from transactional- to behavioural intelligence
Traditional loyalty systems refer to transactional activity (sales data). Although this data is valuable and important, it only provides a partial view of engagement across the channel partner.
For example, a retailer may have a high frequency of sales of a product, but their lack of engagement with the manufacturer would not reflect that they have true loyalty toward that brand. Conversely, a retailer who actively participates in training programmes, acts as brand advocates, and is engaged in learning with the supplier would exhibit more profound levels of loyalty but would have been invisible based on historical incentive programmes.
Artificial intelligence allows for the identification of behaviours that help to address this gap. Brands are able to use a variety of engagement data points, participate in learning programs, respond to communications, redeem behaviour and track platform use behaviour in order to identify motivation through behaviour.
McKinsey has stated that companies that leverage advanced analytics for their sales and distribution functions can achieve as much as a 15-20 per cent increase in productivity due to increased awareness of their behavioural trends throughout their networks.
This visibility of behavioural patterns within channel ecosystems can be transformational to brands as they can now view how partners engage on their path to purchasing products, instead of just measuring the sales revenue generated by those purchases.
Predicting motivations, not just measuring performance
Possibly, the largest contribution of Artificial Intelligence (AI) to helping brands engage with partners via channel ecosystems is its ability to predict future engagement versus simply measuring past performance.
Traditionally, brands only realised that a partner was disengaged (not likely to purchase products) once their sales performance had already declined. By then, the brand would have to use significant amounts of incentives or aggressive promotional activities to recovery their partner’s engagement level.
AI models can help organisations to detect early signs that a partner is becoming disengaged, such as declining participation in learning modules, declining interaction via the platform, or slower reward redemption rates. These indicators can help organisations to proactively engage with their partners before their sales performance begins to decline.
The practical application of AI and predictive analytics gives brands the ability to re-engage with their partners prior to their sales performance declines. For example, instead of developing and implementing broad-reaching incentive programs that provide a “one size fits all” incentive to all partners in an ecosystem, brands are able to develop targeted, engaging re-engagement programmes. This is how personalisation can be done on a large scale, such as across global distribution and retail networks.
The vast majority of distributor and retailer channels have thousands, if not millions, of individual channel partners. Historically, providing personalisation to such a large number of businesses has not been feasible.
However, with the advent of AI, personalisation at scale is becoming a reality.
Brands can now create tailored engagement journeys for all their partners, based on their partner profiles, through some combination of machine learning models and behavioural segmentation. For example, high-performing distributors might receive higher levels of leadership-based recognition and greater incentives to continue to grow. Emerging retailers, on the other hand, might be supported with training, onboarding rewards, and measurable performance milestones.
The shift towards personalisation of partner engagement echoes the direction that consumer marketing is already moving towards.
According to Salesforce’s report, over 70 per cent of customers expect personalisation in the way that brands engage with them. As such, there is a growing expectation for B2B ecosystems to have these same types of expectations from their channel partners.
Gamification and continuous engagement
AI is also radically changing how brands will engage with their channel partners through the use of gamification.
Many traditional incentive-based contests and leaderboards would spark temporary engagement among their participants, but they struggled to sustain engagement over time. With the use of AI, gamification mechanics are evolving dynamically based on historical and evolving participation patterns by their channel partners.
Challenges, rewards, and recognition structures can be modified continuously in order to sustain engagement with all of a brand’s partner segments. This will provide a greater opportunity to move away from episodic campaigns towards ongoing, continuous engagement experiences.
When channel partners receive motivation as part of their daily business activities through recognition, learning, and tracking their performance, long-term loyalty will be achieved.
Aligning motivation to broader impact
There is a growing trend within the channel ecosystem to integrate sustainability and socially responsible behaviours into the channel partner programmes of brands.
Increasingly, brands are motivating their partners to use sustainable practices in their operations, participate in sustainable practices like sustainability-related knowledge programmes, or promote products that are in line with their sustainability objectives.
Brands can use AI to monitor and measure these types of behaviours and incorporate them into their incentive frameworks so that brands can align their commercial objectives with broader social and environmental outcomes.
A shift in the way brands view their channel partners
AI is having the most significant impact on the way that brands are now viewing their channel partners, as it relates to the underlying philosophy of those fundamental relationships.
For the past several decades, many brands have viewed their channel partners as intermediaries in the supply chain. More and more brands are now beginning to view their channel partners as key ‘partners-in-growth,’ and their actions can have a direct impact on market performance.
In fact, all the channel ecosystems are using behavioural engagement platforms to design new models that reward not just transactional behaviour, but also create continuous engagement journeys for their partners, where their partners can receive recognition for their participation, learning, and continued engagement, thereby reinforcing long-term loyalty to the brand.
The future: Intelligent channel ecosystems
As we consider what the next phase of channel engagement may look like, many believe that it will be based on intelligent ecosystems, using AI to continuously monitor and adjust the engagement strategies used to engage their channel partners, in real time and based on the behaviours of those partners.
For brands operating in complex distribution networks, the ability to perform well will be determined both by whether products are available to their customers, as well as by the enthusiasm, expertise, and loyalty shown from each channel partner that represents the brand each and every day that they are working on behalf of the brand.
While AI clearly does not eliminate the human aspect of a brand’s relationship with its channel partners, it does allow brands to better understand and nurture that relationship.
In markets where the last mile will determine whether a sale is made, how one leverages the intelligence gained by using AI will ultimately be the difference between gaining a new, sustainable competitive advantage versus losing one.
