Nippon India Mutual Fund Expands Partnership with Adobe to Drive Digital Transformation
New Delhi [India], May 12: Nippon India Mutual Fund (NIMF) today announced the expansion of its strategic partnership with Adobe to elevate its digital investor experience. As part of this collaboration, NIMF is leveraging generative AI-powered and industry-leading content and digital asset management system from Adobe- Adobe Experience Manager (AEM) Sites and Assets. Aligned with its vision to create an e-commerce-like, persona-driven investor journey, NIMF aims to strengthen its website and mobile app, ensuring a more intuitive and tailored experience for investors.
* The move aims to help NIMF create a seamless omnichannel and personalized content experience for investors across digital platforms
* This initiative aligns with NIMF's vision to build an e-commerce-like, persona-driven investor experience on its website and mobile app
NIMF is investing in digital transformation efforts to better its investor engagement. AEM Sites will design, manage, and deliver dynamic content across NIMF's web and mobile platforms, creating more personalized, persona-driven investor journeys. AEM Assets will streamline asset management workflows, allowing teams to manage media content more efficiently, maintain brand consistency, and accelerate time to market. With these advancements, NIMF aims to reduce bounce rates, increase conversions on website multi-fold and create an omni-channel experience on the website and mobile app.
"At Nippon India Mutual Fund, we are dedicated to harnessing digital innovations to enhance investor experiences," said Arpanarghya Saha, Chief Digital Officer, Nippon India Mutual Fund. "With investors' engagement accelerating on digital channels, our aim is to strengthen our digital ecosystem. Adobe has been our trusted partner for many years. As we grow our partnership, the digital applications will empower our teams to create and deliver more personalized experiences for our investors and enable seamless interactions."
NIMF has been leveraging Adobe Analytics, Adobe Campaign and Adobe Target for over five years. By using these applications, the company has achieved a 90% increase in open rates and a 150% rise in click-through rates for targeted investor campaigns.
"As financial literacy rises in India and more investors enter the equity market, asset management companies are embracing digital-first strategies to stay ahead," said Venu Juvvala, Head of Digital Experience Business at Adobe India. "NIMF's adoption of Adobe's enterprise applications marks a significant step toward Customer Experience Orchestration--our evolved approach to customer experience management that unifies real-time data, content, and generative AI. We are committed to support NIMF in delivering personalized experiences at scale and orchestrating seamless journeys across every touchpoint in India's growing mutual fund industry."
About Nippon Life India Asset Management Limited (NAM India)
Nippon Life India Asset Management Limited is one of the largest asset managers in India, managing (directly & indirectly) assets across mutual funds including Exchange Traded Funds, managed accounts, including portfolio management services, alternative investments funds, and offshore funds and advisory mandates.
https://mf.nipponindiaim.com/
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Time of India
2 days ago
- Time of India
The Algorithm Doesn't Care About Your Campaign
By Vivek Pradeep Rana Let's be honest: most marketing teams don't really know what they're doing with AI. There's a ChatGPT tab open, maybe a pilot project underway, a few enthusiastic decks floating around, and a creeping suspicion that something big is happening—but no real plan. Meanwhile, the tools are evolving faster than your brand guidelines can keep up. The truth? We're not in the post-AI marketing phase but in the pre-replacement phase. Unless something changes, fast. According to Adobe's 2024 Global Digital Trends report, 81% of Indian marketers say they are experimenting with GenAI tools, but only 27% feel confident about integrating them into long-term strategic planning. Meanwhile, Salesforce research indicates that 65% of global marketers now use GenAI to personalise content, and India leads emerging markets in adoption for campaign automation. For decades, Indian marketers built competitive advantage through a unique combination of market insight, distribution muscle, and cultural storytelling. The best campaigns found resonance in complexity—navigating language diversity, regional behaviours, and socio-economic gradients with skill and empathy. But what happens when the tools to decode that complexity, create content around it, and distribute it at scale become democratised? When can a prompt generate a campaign draft, a product description, and a visual storyboard in seconds? When competitors are no longer limited to incumbent brands but include agile startups operating from dorm rooms with zero legacy constraints and infinite AI leverage? The marketing function is not facing obsolescence. But it is facing redefinition. The skills that once made teams effective—speed, executional polish, and replication at scale—are no longer scarce. What is scarce now is judgement, narrative integrity, ethical discernment, and contextual sensitivity. In a world where creation is infinite and attention is finite, it is not the marketer who produces the most content who will win. It is the one who knows what not to produce—and when. The Illusion of Mastery in a World of Infinite Tools One of the great traps of this moment is the illusion of control. Many Indian brands have rushed to adopt AI tools without revisiting the assumptions that underpin their marketing strategies. Creative workflows are being 'streamlined.' Copywriting is being automated. Personalization engines are being tested with pilot data sets. But in most cases, this is surface-level adaptation—efficiency gains applied to an outdated operating model. The danger lies in assuming that AI will simply plug into the existing architecture of marketing and enhance it. That's a misread. AI doesn't just optimize workflows; it alters the logic of value creation. It collapses cost structures, reduces differentiation, and compresses timelines. What used to be a premium capability—say, developing 50 versions of an ad for testing—is now trivial. A 2023 report by McKinsey estimates that GenAI can reduce creative production time by up to 40% and marketing content costs by 20–30%. This is particularly consequential in India, where marketing has often relied on scale and repetition as proxies for insight. But AI doesn't reward repetition. It amplifies originality—or punishes its absence. The Real Risk Isn't Job Loss. It's Strategic Irrelevance. Much of the current discourse focuses on job displacement—how many roles in marketing will be replaced, augmented, or reskilled. A Nasscom-Zinnov report predicts that by 2027, up to 45% of creative marketing tasks in India could be AI-assisted or fully automated. While that is a valid concern, it misses the deeper strategic threat: the erosion of marketing's central role in value creation. If marketers become mere executors of prompts generated elsewhere—whether by data teams, AI systems, or leadership—then the discipline risks becoming ornamental. To avoid this, Indian marketing leaders must confront a hard truth: marketing's future influence will depend not on how well it adapts to tools but on how ambitiously it redefines its mandate. This begins with reclaiming the responsibility to think. Over the past decade, marketing in many organisations has been reduced to a campaign factory—briefs in, creatives out. AI can perform that function more efficiently. But what AI cannot do, at least not yet, is reason about long-term brand equity, synthesize cultural undercurrents into insight, or weigh narrative risk in a volatile society. These are judgement calls. And they are becoming more important, not less. What Indian Marketers Must Do Differently First, they must invest in building internal AI literacy—not to turn marketers into data scientists, but to ensure that strategic decisions are made with an informed understanding of how AI systems function, where they fail, and what biases they embed. A 2024 study by WARC revealed that less than 18% of Indian marketers surveyed had formal training in AI systems, despite 73% expressing intent to increase AI investment. Second, marketers must reimagine their organisational structures. The traditional linear pipeline—from insight to brief to creative to media—assumes scarcity at every stage. That scarcity no longer exists. In its place is abundance, but with abundance comes the need for new filters. Functions like 'prompt engineering', 'cultural moderation', 'data narrative translation', and 'synthetic brand testing' may sound niche today, but they will be critical capabilities in tomorrow's marketing organisation. Third, marketing teams must recalibrate how they measure value. The metrics of the past—impressions, GRPs, CTRs—were always proxies. In an AI-driven landscape, they are not only insufficient but potentially misleading. What matters now is coherence. Does the brand's narrative hold together across fragmented channels and accelerated cycles? Does it build trust in an environment where synthetic content is indistinguishable from authentic voice? These questions require marketers to engage with harder-to-measure dimensions like meaning, memory, and perception at a systems level. India's Structural Advantage—If It's Claimed India is not at a disadvantage in this transition. In fact, it may have a unique edge—if it chooses to act on it. The very complexity that has long challenged Indian marketers—multilingual audiences, divergent digital maturity levels, and high platform fragmentation—can now become a training ground for globally relevant, AI-enhanced marketing systems. Digital consumption in India is projected to exceed 1.3 billion connected users by 2030, and vernacular content already accounts for over 60% of all online engagement. The data signals are rich, messy, and deeply human. AI trained on this complexity can power the next generation of cultural understanding and creative adaptation. But this requires ambition. Not the ambition of producing another award-winning campaign or chasing quarterly uplift, but the ambition to reshape what marketing does for the business and for society. There is a vacuum forming at the intersection of marketing, technology, and ethics. Indian marketers have an opportunity to step into that vacuum—not just to protect the discipline but to lead it into its next phase. This means becoming custodians of coherence in a world of content deluge. It means designing systems where human values are not just protected but encoded. It means thinking less like advertisers and more like architects of trust. The Future Is Not Waiting The pace at which GenAI is evolving will not slow down. OpenAI's GPT-4 Turbo has already redefined multimodal engagement, and Google's Gemini is actively being embedded into consumer products at scale. The systems are improving. The expectations are rising. In such an environment, hesitation is not caution. It is irrelevance by another name. Marketing as we knew it is not coming back. But what can replace it—if we choose to build it—is something more rigorous, more intelligent, and far more consequential. The future of marketing in India will not be defined by how well we use AI. It will be defined by how deeply we understand what only humans can do—and have the courage to do more of it. (The author is managing partnet, Gnothi Seauton. Opinions are personal)
Time of India
2 days ago
- Time of India
Simulation lab to help LU managementstudents enhance critical thinking
Lucknow: Laughter, strategy, and sharp decision-making filled the air as the department of management studies at Lucknow University transformed into an arena of experiential learning. Tired of too many ads? go ad free now In a fusion of fun and function, management students stepped away from traditional classrooms to engage with real-world business scenarios through games that teach, challenge, and inspire during the inauguration of the newly established Simulation Lab on Friday. The event showcased eight simulation-based games designed to enhance business acumen, critical thinking, and decision-making skills in an interactive format. Among the highlights was HR UNBOX, inspired by Adobe's 'Check-In' model, which emphasized employee engagement and effective feedback systems. BizCrux, a multidisciplinary board game, encouraged strategic collaboration across departments. BoardRush, a car-themed simulation, immersed students in real-life case studies, blending creativity with analytical thinking. Cincinnati Seasonings taught supply chain strategies by challenging players to balance cost efficiency with customer satisfaction. Dean, faculty of management studies, Sangeeta Sahu said, "The Simulation Lab is not just a space, it's a mindset shift. We want our students to experience the thrill of decision-making, collaboration, and strategic thinking as it happens in real corporate environments. These games are designed to ignite curiosity and build capabilities that go beyond textbooks." Vice Chancellor, Alok Kumar Rai said, "Today's corporate world demands more than theoretical knowledge, it requires adaptability, innovation, and ethical judgment. This Simulation Lab is a leap towards that future. It brings the boardroom into the classroom and prepares our students to become thoughtful, responsible leaders."
Time of India
3 days ago
- Time of India
Harish Govinda Gowda as a novel force in global tech
As industries accelerate towards cloud-native ecosystems and AI-powered operations, the demand for infrastructure that is fast, fault-tolerant, and future-ready has never been higher. At the forefront of this transformation is Harish Govinda Gowda, a globally recognised leader in DevOps, Site Reliability Engineering (SRE), and secure cloud architecture. His work is reshaping how modern enterprises approach infrastructure — not just as a technology layer, but as a living, responsive framework driving continuous innovation. Throughout his career, Harish has been instrumental in leading end-to-end modernisation initiatives across diverse industries. From orchestrating multi-region cloud migrations to architecting resilient Kubernetes clusters, his solutions are built with resilience, automation, and agility at their core. Whether deploying high-traffic platforms like Adobe Experience Manager or optimising commerce platforms on EKS and GKE, his infrastructure blueprints consistently deliver both performance and precision. Harish's technical expertise spans a powerful stack of tools and platforms, including Terraform, GitOps (ArgoCD), Helm, Vault, SonarQube, and Prometheus. With these, he has built intelligent CI/CD pipelines, encrypted service meshes, and observability systems that monitor and heal infrastructure in real time. His work enables organisations to shift from reactive troubleshooting to proactive, automated operations — a critical evolution in today's always-on digital economy. His thought leadership is not limited to deployment engineering. Through a series of widely referenced publications, Harish has explored themes such as SLO-centric monitoring, automated remediation, runbook design, and predictive failure detection. His papers are now considered essential reading for DevOps professionals and SREs aiming to scale operations without sacrificing control or security. Topics like secure Helm-based deployments, policy enforcement across AWS and GCP, and incident response automation are central to his contribution to enterprise-grade reliability. A defining characteristic of Harish's philosophy is his commitment to 'resilience by architecture.' For him, infrastructure is more than a set of components — it is a dynamic organism capable of learning from stress and recovering without human intervention. His approach to self-healing systems, intelligent node patching, and AI-assisted incident recovery is setting new standards for what enterprise environments can and should achieve. Beyond the codebase, Harish remains a highly respected voice in global tech circles. He regularly serves as a judge and advisor at international engineering conferences, helping shape the standards for cloud operations, DevSecOps, and AI-integrated infrastructure. His academic engagements and mentorship roles have helped develop the next generation of infrastructure engineers who now carry forward his principles of automation, observability, and secure scalability. His ongoing initiatives in zero-trust architecture, multi-tenant governance, and cloud cost optimisation have delivered measurable business value — from reduced downtime and faster deployment cycles to improved compliance and resource efficiency. These are not just technical wins — they are strategic enablers for enterprises navigating the complexity of digital transformation. At a time when operational intelligence is as vital as business intelligence, Harish Govinda Gowda's work stands as a blueprint for next-generation infrastructure — deeply secure, self-aware, and designed to scale with intention. He doesn't just build systems that survive disruption; he builds systems that learn from it, adapt to it, and evolve through it.
