MAM
MRUC’s Roda Mehta issues rejoinder defending IRS 2002
MUMBAI: MRUC Technical Committee chairperson Roda Mehta has given a rejoinder to WPP marketing communications South Asia CEO Andre Nair’s recent remarks about IRS 2002 that were made during the course of an interview he gave to indiantelevision.com.
Mehta’s rejoinder is reproduced below in full:
During my recent visit to Mumbai, I had an opportunity to read the two interviews (on indiantelevision.com) featuring the comments of Andre Nair and a response from Amit Ray. I was deeply saddened to read the intemperate and ill-informed comments on the IRS, necessitating a rejoinder. It is obvious that Andre is commenting on hearsay.
When Andre and I sat next to one another at the recent Abby Award ceremony of the Advertising Club of Bombay, he mentioned that he had been asked to chair the Technical Committee of the NRS. I wished him well …and continue to do so.
In a spirit of healthy respect for each other’s efforts on industry work and as an independent user of media databases, the MRUC had invited him to the launch of Round 10 of IRS on 29 April 03.
The letter of invitation, which I suspect he has not read, stated that the presentation was for the full year of 2002. So his comment that “the IRS full report is not out yet” is not correct. The file viewer was released in a few days’ time after launch presentation. Given that not a single person from the WPP group of media companies was present that day, I guess there was no way he would have known that.
For someone to say “the IRS Report is a bungled thing and I am not the only person to say this” suggests he has personally studied the IRS carefully and has the affirmation of his colleagues and the market to make this statement. Sadly, neither Andre nor the senior members of his team have given MRUC the time of day to even view the IRS, while representatives are sent for attending meetings for audience measurement for much smaller single city media projects.
All surveys, by their very nature, are sample surveys and are not censuses. To claim the superiority of one over the other requires detailed knowledge. I am afraid that neither Andre nor the heads of MindShare or Fulcrum have even exposed themselves to the IRS product, despite several attempts made by the MRUC.
When Andre mentions that their “own validations have found superiority of the NRS on a key parameter – data consistency”, I wonder if Andre has checked this out personally, given the past history of these two studies?
Just to clarify with just one instance, the NRS 2000 had placed the readership of Dainik Bhaskar at No.5 with 74.5 Lakhs (7.45 million). For the same period IRS 2000 ranked Dainik Bhaskar at No.1 with a readership of 109 lakh (10.9 million) readers. Later in 2001, NRS declared Dainik Bhaskar’s readership at 119 lakhs (11.9 million), a jump of 45 lakh (4.5 million) readers in one year!! Nothing on circulation or market dynamics suggested that one publication could generate so many readers during this period! Perhaps, Andre would like to check this out?
Andre’s explanation of the IRS being bungled was its “inability to answer or evade certain questions at their result presentation”. If Andre had been there, or anyone else from his companies, he would have learnt that during the presentation, it had been clearly mentioned that there had been an error in the press release in which Hindustan had been unfortunately mentioned as Hindustan Times.
Being in a competitive market, Andre would know the licence that would be taken by an affected party to blow a minor issue up. So when “they ….. said they would issue a corrigendum, which the dictionary defines as an error to be corrected”, I have no doubt that Andre will have the generosity to condone a typographical error.
Skirmishes between competitors is normal in the market place. But for impartial heads of organisations, endowed with the responsibility to give their clients the best advice, independent of any partisanship, it saddens me greatly to read the interview published on your site.
To even suggest that one of the finest clients any agency can have, namely Hindustan Lever, is only ironically associated with the IRS as a bulk buyer, is indiscreet. If there is one thing HLL does know, it is value for money! India’s first AOR was created for HLL, which Andre has inherited.
When I was told that Andre was to head the media companies of WPP in India, I had welcomed the news and said to many that this was good for the group as to Andre the quality of inputs were as important as the integrity of his media recommendations.
I was delighted that a participant of an Asia Pacific Ogilvy & Mather Training Programme, where I had been invited as faculty, was to hand over the Distinctive Recognition Award to me at the recent Abby Awards by virtue of his responsibility as the industry’s largest trustee of client media budgets.
I know he will not break my faith in him.
Roda Mehta, chairperson, MRUC Technical Committee
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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.
