e-commerce
From play to pay the rise of shoppable video
MUMBAI: Talk about retail therapy getting a glow-up, at VIDNET 2025, experts agreed that the journey from “seen it” to “shopping cart” is becoming smoother than ever.
At the 9th edition of the event, a panel featuring Google’s digital ads lead Sahil Khusro, influencer Anisha Dixit, Animera SVP Biswamirta Ray and Elaracapital EVP Karan Taurai unpacked how video, data and creativity are merging to reshape customer behaviour.
Khusro explained that the rules of digital advertising have shifted. It is no longer enough to reach the right user, it is now about reaching them at the right moment. Programmatic buying, he said, delivers this precision by analysing consented first party data and matching it with platforms such as Google and Meta. “Relevance drives outcomes,” he noted, adding that knowing when to stop targeting is just as important as knowing when to start.
Ray highlighted how influencer marketing has matured into a more measured science. With short-form content exploding, brands now expect data-backed decisions across every stage, from creator selection to campaign optimisation. His team often flags inorganic spikes in creator metrics and encourages transparency. “Authenticity and relevance have to be checked before we move forward,” he said.
For creators, striking the balance between entertainment and promotion remains delicate. Dixit said she relies on listening to her audience and keeping branded content relatable. “If it feels forced, no one wants to watch it,” she said. Her go-to formula pairs everyday comedy with a twist at the end to hold attention and boost shares. Credibility, she insisted, is everything. “Oversell even once and your audience will know.”
The discussion also touched on privacy, a rising concern as India prepares for tighter data protection norms. Khusro said the future lies in privacy-safe systems such as cloud-based clean rooms that allow advertisers to understand audiences without exposing personal information.
Karan Taurai, steering the session, reminded the room that technology alone will not win hearts. “Tools can scale, reach and personalise offers, but human instincts about timing, tone and trust still decide whether a viewer clicks buy or scrolls away,” he said. His comment drew nods from creators and marketers who agreed that tech must be married to taste.
Looking ahead, the panel agreed that the next wave of innovation will come from AI-powered personalisation. Khusro pointed to early tools that can dynamically swap products inside a video without reshoots, allowing creators to tailor content for different countries, demographics or even price segments. “The possibilities are endless,” he said.
From smarter data to sharper jokes, from algorithmic targeting to AI-generated customisations, the takeaway was clear. The line between viewing and buying is fading fast and brands that master this blend of creativity and technology stand to win big. For viewers, the future might just be one tap away from temptation.
e-commerce
Flipkart rolls out 105 per cent bonus for 20,000 employees
Strong FY25 performance drives payouts even as layoffs and shifts unfold.
MUMBAI: In a year where belts were tightened and rewards loosened, Flipkart seems to be playing both offence and defence trimming roles on one hand while handing out a generous 105 per cent bonus on the other. The Walmart owned e commerce major has rolled out a 105 per cent bonus payout for 2025, covering nearly 20,000 employees, signalling a year of steady operational momentum even as the company navigates restructuring pressures. The payout, communicated internally by chief human resources officer Seema Nair, is tied to performance across key metrics including growth, operational efficiency, financial outcomes and people indicators, a combination that suggests the company is inching closer to its long stated goal of sustainable profitability.
Employees at SD level and below are set to receive their bonuses in March, while payouts for senior leadership, including vice presidents and senior vice presidents, will follow after the close of the performance cycle. The elevated 105 per cent multiplier stands out in a sector where cautious payouts have increasingly become the norm, pointing to what appears to be a relatively strong internal scorecard for FY25.
Yet, the announcement arrives with a noticeable contrast. Earlier this year, Flipkart reduced its workforce by around 300 roles as part of its annual performance review process. While officially framed as performance driven, the juxtaposition of layoffs alongside above target bonuses reflects a more nuanced balancing act, one that prioritises cost discipline while continuing to reward and retain high performing talent.
This dual approach is becoming increasingly common across the technology and e commerce landscape, where companies are navigating an uneven hiring environment while under pressure to deliver profitability. Rewarding top contributors, even amid selective workforce reductions, allows firms to maintain morale and retain critical talent without losing sight of financial prudence.
At the same time, Flipkart is also undergoing leadership shifts that hint at a broader strategic recalibration. Nishant Verman has been appointed senior vice president for corporate development and partnerships, while group chief financial officer Sriram Venkataraman is set to step down. Ravi Iyer will take on expanded responsibilities within the finance function, marking a reshuffle at the top as the company gears up for its next phase.
These changes come amid reports that Flipkart is planning to shift its holding structure back to India, a move widely interpreted as groundwork for a potential public listing. While timelines remain fluid, the combination of stronger financial discipline, leadership restructuring and employee incentivisation suggests a company preparing itself for greater scrutiny and scale.
For employees, the 105 per cent payout offers a welcome boost in what has otherwise been a period of adjustment. For Flipkart, it is a signal that even as it cuts where necessary, it is willing to spend where it counts. In the high stakes game of growth versus profitability, the company appears to be hedging its bets carefully, rewarding performance while reshaping itself for what could be its most defining chapter yet.
