Designing a field-led engagement system to influence mechanic behaviour and drive product trial
Gulf Oil operates in a category where brand communication alone has limited influence on purchase decisions. Recommendations are shaped on the ground through dealers who control availability, mechanics who guide choices, and truck owners who ultimately decide what gets used.
This project focused on building a structured system to influence that ecosystem, moving stakeholders from initial contact to actual product trial through coordinated, on-ground engagement.
Agency
T7E Aftermarket Connect
Year
2023
Role
Strategy Contribution, Engagement Journey Structuring, Marketing Communication
The Idea
Instead of approaching this as a campaign, we designed it as a system.
Growth would not come from pushing messaging, but from shaping decisions at the point of use. The program was designed as a system of connected, repeatable interactions that could be executed consistently across markets.
At its core, the system followed a simple progression from contact to engagement, through to conversion and repeat usage. While the structure remained constant, execution was adapted to each stakeholder.
The Triad
The system worked by aligning three key decision-makers in the ecosystem.
- Dealers ensured product availability and access
- Mechanics influenced recommendation at the point of service
- Truck owners completed the final decision
By aligning supply, influence, and demand, the program created pull across the system rather than relying on push alone.
Dealer Journey — Building Entry and Supply
The program began with dealers, as they were the gateway into the ecosystem.
Initial interactions focused on introducing Gulf’s product range through catalogues and structured conversations. This was followed by relationship-building meetings, often in the form of informal business discussions that helped establish trust and openness to partnership.
Once aligned, joint visits with the sales team ensured that dealers were actively engaged in the process. Stock placement was a critical step — ensuring that availability existed before any demand was created through mechanic or driver engagement.
This stage wasn’t about pushing volume immediately. It was about securing a stable entry point into the network.
Mechanic Journey — Driving Recommendation
With dealer relationships in place, the focus shifted to mechanics.
Mechanics were introduced to the program through direct interactions, supported by a structured engagement layer that included app-based tracking and loyalty elements. This created a system where participation could be monitored and reinforced over time.
Local “Nukkad” meets played a key role in this stage. These small, community-driven gatherings allowed mechanics to engage with the brand in a familiar setting, while also creating peer-level influence.
Recognition and reward mechanisms further strengthened this relationship, turning one-time interactions into ongoing engagement.
Over time, the goal was to move mechanics from awareness to habitual recommendation.
Truck Owner / Driver Journey — Driving Trial
The final stage focused on converting recommendation into actual product usage.
Using the dealer and mechanic network, truck owners and drivers were identified and engaged at service points. Interactions here were more direct — focused on explaining product benefits in a practical, relevant way.
Incentives were introduced selectively to encourage first-time trial, particularly in cases where resistance or hesitation existed.
This stage was critical, as it closed the loop between influence and action.
What We Built
To support the system, a range of physical and communication assets were developed.
Dealer catalogues helped structure initial conversations. Mechanic-focused merchandise served both as utility and as a constant brand presence within workshops. Event materials supported local meets, while invitations and onboarding tools ensured consistency across interactions.
These assets were not standalone deliverables, they were designed to support specific moments within the engagement system.
Scaling the Program
The system was designed to be scalable from the outset.
The rollout began with a focus on West India, followed by expansion into North India. Execution was supported through a structured team setup, including regional coordinators and business development officers responsible for on-ground implementation.
This ensured that the program could maintain consistency while adapting to local market conditions.
This project reinforced that in field-driven categories, growth doesn’t come from communication alone, but from designing systems that work within existing relationships and behaviours. It pushed me to think beyond campaigns and build structured, repeatable frameworks that align multiple stakeholders and translate into real-world execution. It also deepened my understanding of how sales and marketing operate as one on the ground, where influence, availability, and trust drive actual adoption.
