MAM
Shaw Wallace starts inaugural Royal Challenge Student Fashion awards
MUMBAI: ‘Just chill’ with fashion – is the mantra that liquor brands to create buzz! The inaugural Royal Challenge Student Fashion awards, kicked off this morning, is an initiative that seeks to offer talented students of fashion design a chance at serious exposure.
The challenge will be held in Mumbai, Delhi, Goa, Hyderabad, Kolkata and Bangalore. Three schools in each place will be chosen and students will be asked to send in design sketches, which will be done according to set parameters. A fashion expert panel in Mumbai will judge and 20 finalists will be chosen.
The finalists will display their wares consisting of two garments at a fashion show, which will be held in each of the above-mentioned cities. The finalists for the grand finale show in Mumbai will be decided through viewer’s choice. The winner here will undergo internship under the tutelage of designer Manish Malhotra who comfortably straddles the worlds of fashion and Bollywood.
The process will start in end July in Mumbai and finish next year sometime in April. Before that, however RCSFA will kick off its first activity on Thursday, 15 May at Taj Land’s End with a ‘Just Chill’ Royal Challenge Pret Collection fashion show by Malhotra. Expect to see the likes of Yana Gupta, Sheetal Malhar, Aryan Vaid strutting up and down the ramp.
Shaw Wallace Breweries whole time director-head Deepak Chaudhuri said that when the company thought of the initiative last year the idea was to own the most unique sponsorship property in India from the grass root level.
“We created the ‘Just Chill’ tagline for our beer to give it a separate identity. Last year, we did a series of fashion shows with our brand Haywards 2000 and we said to ourselves ‘if we are going to invest money into this arena then why not make it meaningful?’,” says Chaudhuri.
Chaudhuri adds that the visual medium of fashion crosses barriers of gender, religion, language. “We are also looking at creating a consumer pull for Royal Challenge Lager Beer as fashion trends are aspirational in nature. We are also looking to activate both old and new customers. Fashion TV will most likely cover the event but our main aim is not to generate publicity. It is to create a platform where talent which otherwise would have been ignored can thrive. We will be running ten second television spots across the channels to create awareness in addition to the print media,” he elaborates.
“To create campus awareness we will be distributing merchandise at the fashion schools like brochures, posters. In addition, Marc Robinson who was closely involved with the conceptualisation of the event will conduct awareness programmes in the chosen design institutes. With each passing year, we will look to add another one or two more cities. For viewers choice attendees at the fashion shows will be given a card,” says Chaudhuri. The card will contain a few basic questions like ‘would you wear the clothes regularly?’.
The other companies that have lent their support are Air Sahara, Taj Luxury Hotels and Jumbo Group. Air Sahara’s CEO UK Bose said that the company always looks to get involved with causes that involve the youth.
Bose says: “This way we can fly young talent across the country. We will be launching a multimedia campaign soon, which will revolve around the look of the airline. On the sponsorship front we have the Air Sahara Achievers Cup for Golf.” He also maintained that business had not been affected on account of SARS menace.
Speaking to indiantelevision.com Marc Robinson, who made a successful transition from model to fashion choreographer, pointed out that today fashion designers are more into pr?t as opposed to couture as that is where the money lay. “Today, the designs are getting smart with an international forecast,” Robinson says.
Robinson attributed the excessive focus by the media on the glamour quotient of fashion, to the fact that fashion coverage is a relatively new phenomenon in the country. Within three years, the coverage would have a more serious background to it, he said.
For the Taj group, the alliance makes sense as the hotel industry like fashion has become synonymous with a certain lifestyle.
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.
