Digital
Mind the attention gap: How brands can retain the attention span of their consumers
Mumbai: The digital age has brought many benefits to consumers, such as convenience, choice, and access to information. However, it has also created a new challenge for brands: how to capture and retain the attention of their consumers in a crowded and noisy online environment. According to a Microsoft study, the average human attention span has dropped from 12 seconds in 2000 to eight seconds in 2015, which is less than that of a goldfish. This means that brands have only a few seconds to make an impression and persuade consumers to engage with their content, products, or services.
The attention gap is a serious problem for marketers, as it affects the effectiveness of their campaigns and the return on their investments. According to a report by HubSpot, 91% of consumers are more likely to shop with brands that provide relevant offers and recommendations, and 72% of consumers expect brands to personalise their communications. However, only 22% of consumers are satisfied with the level of personalisation they receive from brands. This indicates that there is a mismatch between what consumers want and what brands deliver, which leads to lower engagement, loyalty, and conversion rates.
How to bridge the attention gap
To overcome the challenge of the attention gap, brands need to adopt a customer-centric approach and create content that is relevant, valuable, and engaging for their target audience. Here are some strategies that can help brands achieve this goal:
● Use data and analytics to understand customers: Brands need to leverage data and analytics tools to collect and analyse information about their customers, such as their demographics, preferences, behaviors, needs, and pain points. This will help them segment their customers into different groups based on their characteristics and interests, and tailor their content accordingly. For example, Netflix uses data and algorithms to recommend personalised content to its users based on their viewing history and preferences.
● Create compelling stories that resonate with customers: Brands need to craft stories that connect with their customers on an emotional level and convey their value proposition in a clear and compelling way. Stories can help brands capture the attention of their customers, build trust and credibility, and inspire them to take action. For example, Airbnb uses storytelling to showcase the experiences of its hosts and guests, and how they can discover new places and cultures through its platform.
● Use multimedia and interactive content to enhance customers’ experiences: Brands need to use multimedia and interactive content formats, such as videos, podcasts, infographics, quizzes, games, etc., to deliver their messages in a more engaging and memorable way. Multimedia and interactive content can help brands attract the attention of their customers, stimulate their senses, and encourage them to interact with their brand. For example, Nike uses interactive videos to showcase its products and features, and allow its customers to customise their own shoes.
● Optimise content for different channels and devices: Brands need to optimise their content for different channels and devices that their customers use, such as websites, social media platforms, mobile apps, email newsletters, etc. This will help them reach their customers where they are, provide them with a consistent and seamless experience across different touchpoints, and increase their chances of engagement. For example, Starbucks optimises its content for different channels and devices by using responsive design, mobile-friendly features, social media integration, etc.
Giving his two cents on this rapid transformation, Wing Communications CEO & founder Shiva Bhavani said, “We believe that in today’s competitive market, it is not enough to just create content for our clients. We have to create content that matters to their customers. That’s why we use cutting-edge tools and techniques to understand the needs and preferences of our clients’ target audience and craft personalised and relevant stories that capture their attention and inspire them to take action.”
Conclusion
The attention gap is a reality that brands have to face in the digital age. However, it is not an insurmountable obstacle. By using data and analytics, creating compelling stories, using multimedia and interactive content formats, and optimising their content for different channels and devices, brands can bridge the attention gap and retain the attention span of their consumers.
The article is authored by Wing Communications CEO Shiva Bhavani.
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.
