MAM
The sunny side of corona outbreak
MUMBAI/NEW DELHI: Lunching together digitally; employees taking ownership of their work with a lot of seriousness and passion; and people getting plenty of time to be with their families…
These are some of the positive outcomes of the impromptu and mostly self-imposed work-from-home system put in place by companies all over India in view of the coronavirus pandemic.
Across the country, central and state governments are taking measures to limit people from travelling and encouraging companies to offer work-from-home options. Large technology firms were among the first among the lot to switch to remote working for all their staff.
Indiantelevision.com asked industry experts about their work-from-home measures during this critical time.
Dineout co-founder and CEO Ankit Mehrotra said: “In the wake of the COVID-19 outbreak, we’ve been actively implementing social distancing, sanitisation and even self-quarantine policies for the last two weeks. Our teams across all cities will be working from home until 31 March 2020. Our sales teams have also been advised to focus on virtual training and client support for the next two weeks. In fact, our teams are also having lunch together digitally! In such challenging times, we continue to work together to overcome operational hurdles by leveraging technologies like Google Hangouts, Slack and Google Meets to stay connected virtually and ensure continuity of work.”
For many, work from home is a completely different experience altogether. There is an overload of screen time, dozens of hangout calls, and a few dozen more WhatsApp groups. However, in these testing times employees are taking ownership of their work with a lot more seriousness, dedication and passion. “The reporting structures are well defined and there is a seamless flow of information because of the SOPs set. We, as founders, have a bird’s eye view of who is working on what and what project is consuming how much time. Ease of allocating time commitments to projects is easier. More importantly, the world was greener and cleaner this week and team got a lot of time to spend with their families,” says White Rivers Media chief executive officer and co-founder Shrenik Gandhi.
Big Trunk Communications managing director Bharat Subramaniam thinks that as the coronavirus has taken the world by storm, businesses all over the globe are resorting to innovative ways and acting responsibly to prevent the spread of this infectious disease. He believes that it is their duty as leaders and entrepreneurs to thoroughly understand the risks involved in continuing operations without taking any stern and serious measures.
“In times when communication mediums have strengthened fourfold with the advent of digital transformation, it has facilitated great opportunities in the WFH model. We follow the "Make Big Happen Everyday" culture and believe in going the extra mile for our esteemed clients in challenging situations like these. All in all, work-from-home has worked well and has been a win-win situation for both employees and employers,” he says.
According to Alchemy Group chief business officer Pankil Mehta, the COVID-19 crisis has brought a change to everyday routine. However, there is no hindrance in terms of work getting done.
“Speaking specifically about Alchemy Group, we have consciously invested time and effort in ensuring our technology and processes are such where teams can work efficiently even when they are not sitting under the same roof. However, from a morale perspective, things have slowed down and one can tend to feel a little less productive considering they are at home all day. We, as a team, ensure we maintain daily routines and try and stick to deadlines like any other day in the office. In the current scenario, I have also urged the team to take sufficient breaks and rests throughout the day and most importantly stay safe.”
There, however, is flip side to it. While there is a lot of buzz about the advantages of work-from-home, such as spending more time with family, focusing on other priorities, and less unproductive travel time, the reality of business seems to be different. People will engage less with each other, critical decisions will be deferred and strategic investments will be reassessed until the impact and the scale of the slowdown is understood in the weeks and months to come.
According to Update Geotarget chief strategy officer Samarjeet Reen, this time can be utilised to upskill yourself, learn something new about your industry, exercise, read books. And more importantly, practice societal empathy.
He adds: “We have a very large count of informal blue-collar services and micro/small retailers, which includes home delivery, house maintenance, etc. All of them add to our personal productivity, and they are at extreme risk. While we look after our own health and business, we must ensure that small service providers and retailers get adequate support to deal with containment due to Covid-19, and income sustenance, so they can get back on their feet quicker. Societal empathy and responsibility should be the highest priority, more so for the better-placed industry leadership.”
In Mumbai, all private corporates and establishments will be completely shut for the next couple of days. Production/manufacturing processes which require continuity may function at 50 percent staff strength. Those who do not comply by the order will face action under section 188 of the Indian Penal Code. In fact, those who flout the ordeal can be jailed for six months or fined, or both.
On a similar note, the Karnataka government had issued an advisory, asking companies to adopt work-from-home policies whenever possible in view of the COVID-19. In the wake of this, FCA India has asked over 50 per cent of its staff to work from home.
ITC has asked a certain section of its staff, majorly from the novel coronavirus-affected regions like Maharashtra, Kerala, Delhi-NCR and Bengaluru, to work from home.
Earlier, Hindustan Unilever asked its 4000+ employees globally to work from home as well. It, in fact, advised on-field sales employees to virtually connect with customers.
(If you would like to get featured in our range of positive stories during the COVID-19 crisis, reach out to us right away!)
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.
