MAM
LS elections: Mumbai shows the finger
MUMBAI: It’s been 20 days since the largest democracy in the world started polling. Half of the country has already undergone the process while a few more wait eagerly to get inked.
These elections unlike the others in the past are different. Thanks to the role media played this time around. Political parties of course didn’t leave any medium to woo people to vote for them. From television to online, their presence was and still is everywhere. What is more interesting is that even television channels – general entertainment as well as youth – along with print told people to step out and vote.
In the sixth phase of polling, Mumbai, the financial capital of the country, was supposed to make a difference. Today almost 18 crore voters from whooping 117 constituencies, which comprised 11 states and one Union Territory went out for polling.
While Bihar witnessed 60 per cent voter turnout, Jharkhand-63.4 per cent, Madhya Pradesh-63 per cent, Assam-71 per cent, Puducherry-82 per cent, West Bengal- 81.42 per cent, Uttar Pradesh-58 per cent, Rajasthan-59 per cent, Chhatisgarh-65 per cent and Tamil Nadu saw a 73 per cent voter turnout. The six constituencies of Mumbai witnessed the lowest voter turnout amongst the lot- 53.1 per cent.
And this after all the efforts taken by both the television channels and the brands, who went out and out to woo the voters of the city.
While the celebrities stepped out of their comfort zones and happily got clicked with their inked fingers, it was the common man of the city, who did not show up in the polling booth, and not like it was expected. The only saving grace, that by the end of the day, the city had recorded a 53.1 per cent voting turnout.
Looks like in the city of dreams, many didn’t want to wake up from their sleep and go out in the scorching heat. And this, even after most companies including a few media houses were shut as it wanted people to vote.
Though, many in the city may rejoice over the better performance as compared to the last Lok Sabha polls, reality is that an even better voter turnout was expected from the city. And it is perhaps, the lowest amongst the states that have cast their votes so far.
Somehow the city and its citizens that don’t get tired of cribbing, doesn’t cast its vote. The reason (educated) some feel is that what difference will it make? For them, the policies made by the government are made for the poor and the rich and the middle class is bound to suffer no matter who comes to power.
While there are still a few who want to vote but couldn’t find their names in the list. They are tired of the officials and the process. A few also feel that at least in Mumbai, the political connect is missing. “The old style of campaigning has been taken over by twitter and electronic media, and so that personal touch is missing,” says an executive from the media house, who couldn’t vote since his name was not in the list.
In fact if a few have to be believed, one entire housing society, which comprises some 8,000 plus houses in the North West part of Mumbai, could not find their names in the voting list. “They have lost so many votes by this,” adds a source from the industry.
But at least some did go out and get inked.
When we contacted RK Swamy BBDO chairman & MD, Srinivasan K Swamy, he said, “Yes, I did vote. I got to understand that many names were taken off the voter list from various booths. These were people who have voted in the past. Though they had their voter’s ID card they weren’t allowed to cast their vote.”
Colors CEO Raj Nayak too showed off his inked finger but feels that today people have become insensitive and selfish. “It’s all about ‘I, me, myself’. They won’t make the effort to vote but then they will be laid back and criticise the government. I don’t think any other country in the world can have such a smooth process of voting such as in India. The staff is courteous and the police do their job well. It hardly takes time to go and cast your vote!”
Curry-Nation founder Priti Nair mentioned, “Frankly, I thought there was huge buzz about voting this time and genuinely thought a lot more professionals are all enthusiastic about voting. I am quite shocked at this turn out.”
DDB MudraMax OOH, Retail and Experiential president Mandeep Malhotra said, “Yes I did cast my vote and I am really sad on the turnout. While Bollywood and cricket celebrities did show up on the polling booth, where were the others? It is sad to see that this is how the city responds to a once in a five year event.”
Samyak Chakravarthy of Operation Black Dot feels that though slowly the turnout did improve but the youth turnout was still less in comparison to the total size of electorate per booth, “and this is worrisome.”
He along with his team through the initiative Operation Black Dot tried motivating people, especially the youngsters to go and fulfill their duty. Many youth icons too supported the initiative.
May be the next time the city goes out for voting, more push and initiatives will be needed to get the city voting: How about taking the electoral machine to each house? Is the Election Commission listening?
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.
