MAM
“Employees are elemental pillars of any company’s growth”: Wiredus Media’s Ravish Yadav
Mumbai: Metro cities like Delhi, Mumbai are burgeoning with service providers that offer quick digital marketing solutions and are servicing variety of sectors across industry. So, what makes Wiredus Media stand out and what is their unique strength that attracts top clients?
Delving deeper, Indiantelevision.com in conversation with Wiredus Media Pvt Ltd founder & director Ravish Yadav spoke on its differentiating aspect, its employee-centric approach, and more…
Ravish Yadav is a seasoned professional whose journey has been marked by dedication, educational prowess, and a diverse range of industry experiences. With over a decade of professional experience, Ravish Yadav has made significant contributions across multiple industries and companies including – Panasonic, Indusind Bank, Central Park, etc. His versatile career spans banking, apparel and e-commerce, consumer electronics, and the real estate sector.
Edited Excerpts:
On Wiredus Media differentiating itself from other marketing agencies and the strategies you employ to stay ahead
I founded Wiredus with a vision to empower brands with the perfect digital marketing approach, so they can realise their goals effectively and we, as a brand can grow simultaneously while not just helping them achieve this, but addressing any hidden and known challenges.
We adopt a simple four-step strategy – FLIP
F stands for Focus- It is imperative to understand the objective and focus your energies to channelise the best solution forward
L stands for Learn- once the objective is understood, take out the possible learnings through a SWOT analysis and find the white space that can be leveraged for the client
I stand for Insights and Innovate- With constantly evolving landscape, it is crucial to drive actionable insights and also innovate with changing trends, so that your solutions are not redundant
P stands for program and progress- Put the strategy and possible solution into actionable line items, drive the program and progress towards success. This is also synonymous to our company’s vision of always progressing.
On examples of innovative approaches or technologies adopted by Wiredus Media for crafting unique marketing campaigns for clients
Though there are many examples that I can share as a marketer and agency owner, but there is one particular project that I would like to expound upon.
One of our real estate clients was looking to churn out quality leads through a holistic digital campaign. With limited resources to deploy in terms of monies, we had to make sure that the suggested roadmap goals are not just SMART but achievable. The end objective was to get a business of some crores. The team understood the business objective, brand perspective and devised a strategy across digital channels. We actually crossed our target, by having lower CPL as per industry standards. The campaign was a huge hit amongst all the stakeholders and promoters.
On specific challenges and opportunities that you anticipate as Wiredus Media expands into markets like Dubai and Singapore and your expectation of these challenges and opportunities differing from your experiences in the Indian market
I have worked with the topmost brands in the market, but on the agency side, the anticipations and expectations are very different. There are unknowns and knowns. While you can easily navigate the knowns, it is sometimes a daunting task to predict the right way out of the unknowns. So my hench is to have a bird’s eye view of everything and anything that comes across, smallest project or a campaign can give you ways to solve a problem in a unique manner.
As we think of expanding into markets overseas, we need to learn about the competitive landscape, which we already have a fair idea about. But real time experience teaches a lot than theory – you don’t learn to swim till you are in those waters. So, we also, are taking one challenge at a time and navigating out ship towards its destination. The markets are very erratic- highs and lows are integral to any business that dares to take up this journey. We, at Wiredus are enthusiastic, passionate and determined to achieve our goals with a systematic approach.
On the distinction between Wiredus Media’s employee-centric approach and the criticized practices of many corporate companies regarding employee well-being, consider the effects of this difference on both employees and the overall success and sustainability of businesses.
Employees are elemental pillars of any company’s growth. They are the ones who drive your client’s success stories. They are the primitive to how a company functions. Though we are disciplined in our employee-centric approach, but at the same time the well-being of our employees is our top most priority. Retaining good talent and reducing attrition rate can help any company realise its goals effectively and sustain business for a longer time. The businesses not only get disrupted by evolving landscapes and competitive markets, but also by an employee’s contribution.
On the leadership principles or philosophies that guide your approach to managing and growing Wiredus Media
I am a doer, dynamic and creative professional with over 11 years of rich experience in marketing industry. For me, I believe it is the attitude that drives you towards realising your potential, it is your constant learning that keeps you at pace with the market or else how do you know what all is going on! My leadership guide as I would like to say is my way of looking at the problem. Every challenge or any problem statement has two sides to it. Know both the sides, and work out a way where you narrow the gap between these sides, and devise a solution that is ACAG- actionable, consistent, achievable, growth oriented.
On envisioning the role of artificial intelligence and automation in the future of digital marketing and whether Wiredus Media incorporates these technologies into its strategies
Artificial intelligence or automation are not new. They were in the market long back and now have penetrated most of the industries. We, at Wiredus Media incorporate technology at every step of our approach. We try to integrate measures that are enabled and driven by automation for quick completion and timely delivery of projects.
Automation and AI will be the integrators of digital marketing strategies going forward. AR, VR, IR and so much more explorations will give rise to innovations and marketing agencies will be expected to deliver real time applications of these tech.
On the vision and mission for the next three years
A lot of industry stalwarts and established companies have long paragraphs on the vision and mission statements. We, at Wiredus are aligned to simple, yet effective line of attack and progress.
Vision- To be the cornerstone of every marketing strategy across industries and garner the best talent to be the pillars of this success story
Mission- be the brand, drive the brands and deliver flawless, precise solutions to our clients. We stride to meticulously build our empire with inch-perfect solutions.
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.
