MAM
Whose life is it anyway?
The work-life divide- the fine line that separates office related activities with those other than, is fast becoming as visible as the Australian teams’ manners during the ICC awards ceremony. This has ensured that work often intrudes when you have specifically set aside time to do something that even remotely reeks of giving you satisfaction at a personal level. (At this point the author was interrupted by a call for a meeting and he subsequently was only able to complete this article months later)
“So how has work been?” asked Dr. Sushma, scanning through a few reports on the table. Ram Shankar had long planned this appointment, ever since he had discovered that his old class mate had set up a clinic in the locality. Sushma was the kind of woman, who as Chai-La would have said while simultaneously floating down into the residual tea leaves in the cup, ‘compels a man to think about settling down.’
She had been, even at that relatively early stage in the evolution process, unequivocally dubbed ‘wife material’ by all those favored by the X chromosome. There was something about her that soothed the nerves, uplifted the spirit, cleared the mind and brought in smiles by the dozen. She had always been successful, but also had the rare gift of being popular at the same time. Thus the beeline of Ram’s classmates who had conjured up imaginary ailments just for ‘medical dates’, was long and as the school master would have resoundingly bellowed, in a manner designed to shatter the eardrums, ‘shameful’.
Ram himself had made an appointment, over a fortnight ago, for that Sunday afternoon, just before she broke off for lunch. The strategy was to charm her into a lunch date post the ‘check up’. Prior experience of concocting stories, for keeping ravenous clients at bay and off the more tender parts of his anatomy, had Ram fancying his chances in all such situations.
‘Work is just fine, though lately I have been feeling some shooting pain in my heart, that seems to strike without warning,” answered Ram.
“That’s strange, this shouldn’t be happening at your age. When did it first occur?” Sushma looked up and paused as she held Ram’s gaze.
“Just about five minutes ago, when I entered your room,” quipped back Ram, trying to bring about some softness in his eyes as he made his pitch.
There was an elongated pause that followed; much like what would have been heard after all the fuss of the Big Bang was over.
Then Sushma smiled. And Ram Shankar felt something stir in the innermost depths of his being that refused to be put into language translation.
“I never thought you had a sense of humor in school Ram, by the way is something wrong with your eye?” asked Sushma, her own eyes sparkling with a life that was captivating.
“To be frank I never had much sense then,” began Ram, abandoning the attempt to make his eyes speak, as Sushma broke into giggles. “But now that sense seems to be shining on me, would it be the right time to ask you out for lunch” Ram Shankar was sure that she could hear his heart beat as he braved forth those words.
“Sure, as a Doctor I need to always encourage good sense when it makes an appearance, however late,” replied Sushma, Ram’s morale was just going to crash through the roof when he noticed a rather disturbing noise emanating from his pocket, quite like the deranged ranting of Adolf Hitler asking for Monday morning job status reports.
“Oh that’s just my boss Vikas,” said Ram as he stared back defiantly for a while at the phone, “and the ring tone fits like a glove,” he weakly ventured, knowing that answering the phone would definitely be a wake up call.
“Well, work is work” smiled back Sushma.
Ram cursed himself for not having switched off his cell phone. But having defined diligence as one of his core values, he found himself answering.
“Hi Vikas…”
“Chief, drop everything you are doing right now, there is a crisis”
“Today? Now?”
“Mr Bose wants a leaflet for his Monday 9am meeting and he must have it.”
At that point Ram could think of a million other things that Vikas and Mr. Bose could have ‘had’.
“What is it about? Can I brief the creative over the phone and then proceed to office once they have cracked something?”
“No, you are the only guy who knows all the details; you might have to write the copy yourself. Anyways who will you get on a Sunday?” chirped back Vikas in a manner that made Ram consider homicidal measures.
“Then can I head back to office in an about an hour and start the job then,” queried Ram.
“No, Mr. Bose wants to be absolutely sure. He wants to go through a minimum of three iterations and he is expecting the first one in 45 minutes.”
“Three iterations… my” began Ram and then noticing that Sushma was watching him. “My task is not that easy you know” he quickly corrected the impending unprintable volley and stepped out of the doctor’s cabin gesturing in a manner that meant either the reception was weak or that he had eaten one too many chilies.
“Hey I was in the middle of something, Can I do this later?”
“Have I told you about the rules that our company has governing the social life of an account executive?”
“No” answered a surprised Ram.
“There are none,” boomed Vikas as he exploded into laughter, “as an underling you are expected to abandon all personal ventures for the cause of the organization and your confirmation. Only as you rise in the company are you entitled to any control of your life at all. I have earned that chief and hence I am here, sipping a beer at home, while you will be getting back to office sooner than yesterday. What’s more I can even afford to forget jobs and bring them up only on Sundays.” Ram detected a distinct sinister chuckle as he felt Vikas pause for another sip. “Good luck and don’t bother me with any problems, you should be good enough to handle them.” Vikas signed off leaving Ram clutching his phone in a vice like grip in an attempt to control the storm that was brewing within. He stood silent like a dazed man in the corridor. But his world inside was screaming. Composing himself a bit he popped back in.
“I’m sorry,” he began, “urgent work beckons.”
Dr Sushma looked him in the eye, “Believe me I understand,” she smiled back kindly. Then Ram saw they were no longer alone in the room.
“Hey since you aren’t taking her anywhere, I suppose you might have no objection that she does lunch with me?” the suave voice of Cyrus, ‘the dude from school’ interjected emphasizing ever so slightly on ‘aren’t taking her anywhere’. Ram could have thought of a million objections but societal norms in such regards are rather callous.
“Sure go ahead.” He managed keeping as straight a face as was possible. “Some other time perhaps” he asked Sushma as he bid them goodbye.
“Some other time,” she replied with a smile that offered some hope, though he wasn’t sure whether it was just his servicing optimism kicking in.
“The life of an AE is well… not to be,” the hushed oriental tone, the express delivery of the tea-cup and Chai-La (the mystical Chinese canteen tea boy) had disappeared into the works of Shakespeare on the office mantelpiece. Ram noted with some concern that he had vanished into ‘Romeo and Juliet.’
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.
