Category: crm (Page 2 of 7)

Designing the VRM future at IIW

A veteran VRooMeriiwxx tells me a design fiction would be a fun challenge for VRM Day and IIW (which will run from April 6-9 at the Computer History Museum in Mountain View, CA).

He describes one as “basically a way of peeking into the near future by demonstrating an imaginary product that doesn’t exist, but could. For example, instead of talking about a possible VRM product, one instead would create a marketing brochure, screen mockups or a fake video advertisement for this imaginary product as a way to help others understand where the world is headed and possibly even further the underlying technologies or driving concepts.”

Coincidentally, the subject of VRM Day (and a focus for the three days that will follow at IIW) is a maturity model framework that will provide every VRM developer the same single sheet (or set of them) on which to show where they stand in developing VRM capabilities into their company, product, code base or whatever else they’re working on. Work has already started on it, and those doing the work will present a first draft of it on VRM Day.

You know the old saying, “all singing from the same song sheet”? The VRM maturity model framework is it. Think of it as a musical score that is starting to be written, for an orchestra will come together. When we’re done with this round, we’ll at least know what the score describes, and give the players of different instruments enough of a framework so they know where they, and everybody else, fits.

By the end of IIW, it should be ready to do several things:

  1. Provide analysts with a single framework for understanding all VRM developers and development, and the coherencies among them.
  2. Give VRM developers a way to see how their work complements and/or competes with other VRM work that’s going on — and guide future developments.
  3. Give each developer a document to use for their own internal and external purposes.
  4. Give CRM, CE. CX and other vendor-side systems a clear picture of what pieces in the VRM development community will connect with their systems, and how, so buyer-side and seller-side systems can finally connect and grow together.

While we do this, it might also be fun to work out a design fiction as a summary document or video. What would the complete VRM solution (which will surely be a collection of them) look like? How would we present it as a single thing?

All of this is food for thinking and re-thinking. Suggestions invited.

A @United #VRM story with a happy ending

Yesterday I left my iPad on a United airplane and got it back. How it happened is a story of sCRM (social Customer Relationship Management) and VRM (Vendor Relationship Management) at work.

The flight was United 934 from Los Angeles to London. When I arrived at around 11am, I did my usual checking around my seat for things easily lost and forgotten: my wallet, passport, earphones, camera, lens cap, phone, iPad, USB and AC power cables and so on. And, as always, I looked under and around the seat and in the seat pocket in front of me.

Where I failed was with the seat pocket. The iPad is a new-ish one (an Air), which is much thinner and lighter than my old one (the original model). It was stuffed with thicker magazines, barf bag, Sky Mall and so on, in the pocket-within-the pocket. I didn’t see or feel it when I looked in there. It wasn’t until I got to London and set up my laptop and other gear that I realized I had forgotten it.

After going through about ten minutes of self-recrimination for my stupidity, I called United and got walked through the process of filing a lost item report, deep inside the company website. Then I called Heathrow’s lost & found number, which (it turns out) is an independent contractor that works only with certain airlines and terminals. United and Terminal 2 are not among them. Then I fired up my FindMyiPhone app, but alas the iPad was offline. (It’s a Verizon/CDMA model, while all my other cellular devices are T-Mobile/GSM, so it won’t work outside North Amercia; so it’s Wi-Fi only.)

Then I went on Twitter and started this exchange:

  1. just left my iPad at Seat 31k of UA 934 at Heathrow. Can you have somebody check on it before the plane turns around? Thanks!

  2. (3/3) turned in. They checked with the supervisors. This link can also help. Hopefully it turns up.^CA

  3. Thanks for your help. I’m at LHR now and I’m told it’s found. Awaiting delivery.

  4. Great news..I had them looking for it. Thanks for flying with us. Happy New Year.^CA

Between #2 and #3, my wife said “Go out there.” This had worked for her a few years back when she forgot her carry-on bag in a shuttle van from Logan Airport in Boston. Se went out there and got help from lots of friendly human beings — especially the police, with whom she sat watching video cameras, live, to spot the van in which she left the bag.

I had the same good luck at Heathrow.

When I got there I went to the check-in kiosk in front of the United counter at Terminal 2, where a pair of kind young professionals immediately went to work helping me after I told them my flight and seat numbers. The woman looked up the flight and the gate, got on her phone and called somebody she knew who was in a position to locate the iPad. (I’m assuming this person was at the gate, but I don’t know for sure.) After a few minutes of conversation, she said, “We’ve got it,” and told me it would take about 45 minutes to ferry it in from the gate. After about that much time, her male co-worker brought over the iPad, had me punch in the code on the front (to make sure it was mine), and I was on my way.

The VRM part of this was all human, and depended on the good will (and available time) of the people involved. The only facilitating system in place was cellular telephony. @United’s lost & found, and sCRM system might have brought back the iPad in the long run, what worked was face-to-face interaction.

Is it possible to scale that? I think so, but we can’t depend on vendors alone to do the scaling. In fact, I think they’ve gone as far as they can. (In @United’s case by monitoring social media closely,  with human beings.)

We need standardized tools on the individual’s side — first person technologies — that scale across multiple vendors. (In this case, for example, across United, Heathrow and public safety systems.)

I have thoughts on specifics here, but before I get into them, I’d like to hear what readers say. (I’m also late for a meeting.)

Making “customer experience” a first person thing

“Customer experience” (abbreviated CX) is a hot topic in business. Which makes sense. Business needs customers, and should care about customers’ experiences with business. Problem is, all this concern, so far, is kinda one-sided.

According to Wikipedia (as of today), “Customer experience is the sum of all experiences a customer has with a supplier of goods and/or services, over the duration of their relationship with that supplier.”

Note that frame of reference: a supplier.

It continues, “This can include awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy.”

Three of those are experiences customers know and care about: interaction, purchase and use. The others — awareness, discovery, attraction, cultivation and advocacy — might be things customers experience, but are mostly marketing jive.

Two paragraphs later it says “Analysts and commentators who write about customer experience and customer relationship management have increasingly recognized the importance of managing the customer’s experience.” The italics are mine.

Who wants their experience of anything managed by somebody else?

Stop here and think about how you function independently as a customer, and the tools you use to manage your own customer experiences, across every company you deal with. Chances are you use some combination of these:

  • Wallet and/or purse
  • Cash
  • Credit or debit cards
  • Car
  • Mobile phone or tablet
  • Computer
  • Apps (not just for commercial interactions, but for managing budgets and expenses, paying bills and filling out tax forms)

Your list may be different, but  what matters is that those tools are yours. Yes, your car may be a rental, and your credit cards belong to a bank; but they are your tools, and — here’s the key: you use them to deal with many different companies in identical or similar ways. They each express your agency:  the power to act with full effect in the world, as an independent human being.

Your experience with those tools is also personal, meaning yours alone.  You can tell they are yours because you speak of them, and think about them, using the first person singular possessive voice: my car, my cash, my credit card, my phone. They are first person technologies that enlarge and enhance what you can do with your body.

Here’s another way to look at them: they give you scale.

What we need from CX is scale for us, not just for companies wanting to give us a better experience of them. That scale is what VRM is about, and it can only work if it’s good for both sides.

We can’t get there if we start on the company’s side. We can only get there by starting with the individual customer, and working toward scale for him or her.

This can be scary and alien to companies used to thinking that the customer needs to be “owned,” “managed” or “locked in” somehow. What companies need to think about are the benefits both sides get from first person technologies.

I think there’s a good place to start working on new first person technologies that work better for everybody, and I’ll lay that out in the next post.

State of the VRooM, 2014

As of today, ProjectVRM is eight years old.

So now seems like a good time for a comprehensive (or at least long) report on what we’ve been doing all this time, how we’ve been doing it, and what we’ve been learning along the way.

ProjectVRM has always been both a group effort and provisional in its outlook and methods. So look at everything below as a draft requiring improvement, and send me edits, either by email (dsearls at cyber dot law dot harvard dot edu) or by commenting below.

Summary

After eight years of encouraging development of tools and services that make individuals both independent and better able to engage, ProjectVRM (VRM stands for vendor relationship management) is experiencing success in many places; most coherently in France, the UK and Oceania (Australia and New Zealand). There are now dozens of VRM developers (though many descriptors besides VRM are used), and investor interest is shifting from the “push” to the “pull” side of the marketplace. Government encouragement of VRM is strongest in the UK and Australia.  ProjectVRM and its community are focused currently on “first person” technologies, privacy, trust, identity (including anonymity), relationship (including experience co-creation), substituability of services and the Internet of Things. Verticals are personal information management, relationship (VRM+CRM), identity, on-demand services, payments, messaging (e.g. secure email), health, automotive and real estate.  There are many possibilities for research, possibly starting with the effects on business of individuals being in full control of their sides of agreements with companies.

Here are shortcuts to each section:

  1. History
  2. Development
  3. Community
  4. Influence
  5. Issues
  6. Verticals
  7. Investment
  8. Research
  9. Questions

1. History

ProjectVRM is one of many research projects at the Berkman Center for Internet and Society at Harvard University. It started when I began a four-year fellowship at Berkman in September, 2006. In those days Berkman fellows were encouraged to work on a project. I had lots of guidance from Berkman staff and other veterans; but what best focused my purpose was something Terry Fisher said at one of the orientation talks. He said Berkman did its best to be neutral about the subjects it studies, but also that “we do look for effects.”

The effect-generating work for which I was best known at the time was The Cluetrain Manifesto, which I co-authored seven years earlier with Chris Locke, David Weinberger and Rick Levine. By most measures Cluetrain was a huge success. The original website launched a meme that won’t quit, and the book that followed was a bestseller.(It still sells well today). But I felt that its alpha clue, written by Chris Locke, still wasn’t true. It said,

we are not seats or eyeballs or end users or consumers.
we are human beings and our reach exceeds your grasp. deal with it.

There is a theory in there that says the Internet gives human beings (the first person we) the reach they need to exceed the grasp of marketers (the second person your).

So either the theory wasn’t true, or the Internet was a necessary but insufficient condition for the theory to prove out. I went with the latter and decided to to work on the missing stuff.

That stuff couldn’t come from marketers, because they were on the second person side. In legal terms, they were the second party, not the first. This is why their embrace  of  Cluetrain’s “markets are conversations” couldn’t do the job. Demand needed help that Supply couldn’t provide. What we needed, as individuals, were first party solutions — ones that worked for us.

The more I thought about the absence of first party solutions, the more I realized that this was a huge hole in the marketplace: one that was hard to see from the client-server perspective, always drawn like this:

468px-Client-server-model.svg

While handy and normative, client-server is also retro. Here’s a graphic from Virtual Teams: People Working Across Boundaries with Technology (Jessical Lipnack and Jeffrey Stamps, 2000,  p. 47) that puts it in perspective:

lipnack

Client-server is hierarchical, bureaucratic industrial and agricultural (see the image below). But it’s also most of what we experience on the Web, and also where the entirety of the supply side sits. So, even if Cluetrain is right when it says (in Thesis #7) “hyperlinks subvert hierarchy,” subversion goes slow when the people running the servers are in near-absolute control and hardly care at all about links. In less abstract terms, what we have on the Web is this:

calf-cow

As clients we go to servers for the milk of text, graphics, sound and videos. We get all those, plus cookies (and other tracking methods) to remember who we are and where we were the last time we showed up. And, since we’re just clients, and servers do all the heavy lifting  (and with technology what can be done will be done) the commercial Web’s ranch has turned into what Bruce Schneier calls Our Internet surveillance state.

By 2006 it was already clear to me that we could make the whole marketplace a lot bigger if individuals were fully capable human beings and not just calves — if we equipped Demand to drive Supply at least as well as Supply drives Demand.

To help people imagine what will happen when Demand reaches full power, I wrote a Linux Journal column a few months earlier, titled “The Intention Economy.” Here’s the gist of it:

The Intention Economy grows around buyers, not sellers. It leverages the simple fact that buyers are the first source of money, and that they come ready-made. You don’t need advertising to make them.

The Intention Economy is about markets, not marketing. You don’t need marketing to make Intention Markets.

The Intention Economy is built around truly open markets, not a collection of silos. In The Intention Economy, customers don’t have to fly from silo to silo, like a bees from flower to flower, collecting deal info (and unavoidable hype) like so much pollen. In The Intention Economy, the buyer notifies the market of the intent to buy, and sellers compete for the buyer’s purchase. Simple as that.

The Intention Economy is built around more than transactions. Conversations matter. So do relationships. So do reputation, authority and respect. Those virtues, however, are earned by sellers (as well as buyers) and not just “branded” by sellers on the minds of buyers like the symbols of ranchers burned on the hides of cattle.

The Intention Economy is about buyers finding sellers, not sellers finding (or “capturing”) buyers.

In The Intention Economy, a car rental customer should be able to say to the car rental market, “I’ll be skiing in Park City from March 20-25. I want to rent a 4-wheel drive SUV. I belong to Avis Wizard, Budget FastBreak and Hertz 1 Club. I don’t want to pay up front for gas or get any insurance. What can any of you companies do for me?” — and have the sellers compete for the buyer’s business.

This car rental use case is one I’ve used to illustrate what would be made possible by “user-centric” or “independent” identity, which was also the subject of the cover story in last October’s Linux Journal, plus this piece a year earlier, and various keynotes I’ve given at Digital Identity World, going back to 2002. It is also the use case against which the new open source Higgins project was framed.

Even though I’ve been thinking out loud about Independent Identity for years, I didn’t have a one-word adjective for the kind of market economy it would yield, or where it would thrive. Now, thanks to all the unclear talk at eTech about attention, intentional is that adjective, because intent is the noun that matters most in any economy that gives full respect to what only customers can do, which is buy.

Like so many other things that I write about (including everything I’ve written about identity), The Intention Economy is a provisional idea. It’s an observation that might have no traction at all. Or, it might be a snowball: an core idea with enough heft to roll, and with enough adhesion to grow, so others add their own thoughts and ideas to it.

So that’s the purpose I chose for my new Berkman project: to get a snowball of development rolling toward the Intention Economy.

The project has been lightweight from the start, consisting of myself* and other volunteers. Our instruments are this blog, a wiki, a mailing list and events. In gatherings of project volunteers at Berkman and elsewhere, we narrowed our focus to encouraging development of tools for independence and engagement. That is, tools that would make individuals both independent of other entities (especially companies) and better able to engage with them. These shaped the principles, goals and tools listed on our wiki.

The term VRM came about accidentally. I was talking about my still-nameless project on a Gillmor Gang podcast in October 2006. Another guest on the show, Mike Vizard, started using the term VRM, for Vendor Relationship Management — or the customer-side counterpart of CRM, for Customer Relationship Management, which was then about a $6.2 billion B2B software and services industry.  (It’s now past $20 billion.) The Gillmor Gang is a popular show, and the term stuck. It wasn’t perfect (we wanted a broader focus than “vendors,” which is also a B2B term, rather than C2B). But the market made a decision and we ran with it. Since then VRM has gained a broader meaning anyway. Every thing (hardware, software, policies, legal moves) that enables an individual to interact with full agency in any relationship is a  VRM thing. “RM” turns out to  be handy for sub-categories as well, such as GRM (government relationship management) and HRM (health relationship management).

ProjectVRM has always been unusual for Berkman in two ways. One is that it has been focused on business — the commercial side of the “society” in Berkman’s name. The other is that it put the development horse ahead of the research cart. So, while we always wanted to do research (and did some along the way, such as with ListenLog), we felt it was important to create research-worthy effects first.

My first mistake was thinking we would have those effects within a year. My second mistake was thinking we would have them within four years — the length of my fellowship. It has taken twice that long, and still requires one more piece. More about that below, in the Research and Opportunities sections.

In its early years, when it was pure pioneering, ProjectVRM had a lot of volunteer organizational help. There were weekly conference calls and meetings, and events held in Cambridge, London, San Francisco and elsewhere. But the main gatherings from the start were at the Internet Identity Workshop (IIW), an unconference I co-organize at the Computer History Museum in Mountain View. (Our next VRM Day is 27 October. Register here.)

IIW also started with Berkman help. It was first convened as a group I pulled together for a December 31, 2004 Gillmor Gang podcast on identity. Steve Gillmor called the nine participants in the show “The Identity Gang.” The conversation continued by phone and email, with growing energy. So we convened again, this time in person with a larger group, in February 2005 at Esther Dyson’s PC Forum in Scottsdale, Arizona. It was there that John Clippinger asked if we would like “a clubhouse” at Berkman. I said yes, and John had Paul Trevithick create a Berkman site for the gang. As interest collected around the site and its list, three members — Phil Windley (then CIO of Utah), Kaliya Hamlin (aka “IdentityWoman“) and I morphed the gang meetings into IIW, which met for the first time in Fall of 2005. Our 19th is coming up on 28-30 October. (Register here.)  It tends to have 180-250 participants from all over the world. While identity remains the central theme, as an unconference its topics can be whatever participants choose. VRM is always a main focus, however. And we always have a “VRM Day” at the Museum the day before IIW. The next is on 27 October. It’s free.

The Identity Gang  also grew out of other efforts by a number of individuals and groups:

I’ll leave it at those for now. Others can add to it and help me connect the dots later. What matters is that ProjectVRM has both roots and branches that intertwine with the digital identity movement. I unpack more in the Community section below. Meanwhile it is essential to note that Kim Cameron’s Seven Laws of Identity had a large guiding influence on ProjectVRM. This is partly because they were all good laws, but mostly because they came from the individual’s side:

  1. User control and consent
  2. Minimal disclosure for a constrained use
  3. Justifiable parties (“disclosure of identifying information is limited to parties having a necessary and justifiable place in a given identity relationship”)
  4. Directed identity (“facilitating discovery while preventing unnecessary release of correlation handles”)
  5. Pluralism of operators and technologies
  6. Human integration
  7. Consistent experience across contexts

As you see, all of those should apply just as well to VRM tools and services.

We have had two interns in our history, both hugely helpful. The first was Doug Kochelek, an HLS law student with a BS and a EE from Rice. He came on board at the very beginning, in September 2006. He’s the guy who worked with Berkman’s Geek Cave to create the wiki, the blog and the list. He also shook down many technical problems along the way. The second was Alan Gregory, a 2009 summer intern and a law student at the University of Florida. Alan helped with research on the chilling effects of copyright expansion on Web streaming, which was a focus of a research project we did with PRX called ListenLog — a self-tracking feature installed in PRX’s Public Media Player iPhone app. (Here’s a presentation Alan and I did at a Fellows Hour.) ListenLog was the brainchild of Keith Hopper, then of NPR, and was years ahead of its time. Work on those projects was funded by a grant from the Surdna Foundation.

To keep its weight light and its work focused on development and relevant issues, ProjectVRM does not have its own presence on Twitter or Facebook. Its social media activity is instead comprised of postings by individual participants in the project, and the memes they drive. #VRM, for example, gets tweeted plenty, and has come to serve as shorthand for individual empowerment.

In 2007 we did a good job of publicizing what VRM and ProjectVRM were about, and got a lot of buzz. It was  premature, and our first big lesson: it’s not good to publicize anything for which the code isn’t ready. In the absence of code, it’s easy for commentators (such as here) to assume that what we’re trying to do can’t be done.

So we got more heads-down after that, and avoided publicity for its own sake.

not_iball1Still, the idea of VRM is attractive, especially to folks at the leading edge of CRM. This is what caused nearly an entire issue of CRM magazine to be devoted to VRM ,in May 2010. It too was ahead of its time, but it helped. So did two books that came out the same year: John Hagel’s The Power of Pull, and David Siegel’s Pull: The Power of the Semantic Web to Transform Your Business. John also helped in June 2012 with The Rise of Vendor Relationship Management.

That essay was a review of  The Intention Economy: When Customers Take Charge, which arrived in May from Harvard Business Review Press. The book reported on VRM development progress and detailed the projected shifts in market power that I first called for in my 2006 column with the same title.

While  The Cluetrain Manifesto has been a bigger seller, The Intention Economy Intention-economy-cover has had plenty of effects. Currently, for example, it is informing the work of Mozilla’s commercial arm, headed by Darren Herman, who this year hired @SeanBohan from the VRM talent pool. (Here’s a talk I gave at Mozilla in New York last month.) On the publicity side, the book was compressed to a Wall Street Journal full-page Review section cover essay titled “The Customer as a God.”

So far ProjectVRM has one spin-off: Customer Commons, a California-based nonprofit. Its mission is “restore the balance of power, respect and trust between individuals and organizations that serve them.” CuCo is a membership organization with the immodest ambition of attracting “the 100%.” In other words, all customers. And it is modeled to some degree on Creative Commons CustomerCommonsLogo4(a successful early Berkman spin-off), by serving as the neutral place where machine- and person-readable versions of personal terms, conditions, policies and preferences of the individual can be maintained. Among those terms will be those restricting or preventing unwanted tracking, and among those policies will be those establishing the boundaries we call privacy. Customer Commons is a client of the Cyberlaw Clinic, which is helping develop both. But much more can be done. We’ll visit that in the Opportunities section below.

2. Development

The list of VRM developers is now up to many dozens. While most don’t use the term “VRM” in marketing their offerings (nor do we push it), the term is gathering steam. For example, while updating the developers list a few minutes ago, I found two new companies that use VRM in the description of their offerings: InformationAnswers (“Where CRM meets VRM.”) and PeerCraft (“The main purpose for PeerCraft is to support Vendor Relation Management.”)

Some developers on our list are now familiar brands, though none started that way, and most did not exist when ProjectVRM began. Some of the successes (e.g. Uber and Lyft) have not been directly engaged with ProjectVRM, but are listed because they are what we call “VRooMy.” Other successes (e.g. Personal.com, Reputation.com and GetSatisfaction) have been engaged, one way or another. One that got a lot of notice lately is Thumbtack, for picking up a $100 million investment from Google. That’s atop the $30 million they got earlier this year.

In fact many VRM developers are now having an easier time getting money, thanks to a trend on which ProjectVRM has had influence: a shift of market interest away from “push” (e.g. advertising) and toward “pull” (e.g. VRM). (More about investment below.)

Several years ago, a bunch of VRM developers (and I) worked on developing SWIFT’s Digital Asset Grid. (SWIFT is the main international system for moving money around, and is headquartered in Belgium.) The code is open source, as is other VRooMy work in the financial sector. (Such as the stuff being done by the Romanian company I wrote about here.) OIX also maintains a set of “trust frameworks,” one of which is at the heart of the Respect Network, which I’ll unpack below.

While there is a lot of development in the U.S., and there are VRM startups scattered around the world, the three main hotbeds of activity are the UK, France and Oceania (Australia and New Zealand). Each is a community of its own, cohering in different ways. It’s helpful to visit each, because they represent unique contexts and resources for moving forward.

The UK

In the UK, government is central, through a role one official there calls “being a giant consumer of personal data from citizens.” It gets that data either from individuals directly or from companies that provide individuals with what are called variously called personal clouds, data stores, lockers and vaults. While all these companies perform as intermediaries, they work primarily for the individual. To differentiate this new class of company from traditional third parties, ProjectVRM calls them “fourth parties”. (That term is alien to lawyers, but is catching on anyway. For example, there is a new VRM company in Australia with the name “4th Party.”)

Leading the UK government in a VRooMy direction from the inside is in the Efficiency and Reform Group of the Government Digital Service (GDS) in the Cabinet Office.  In this presentation by Chris Ferguson, Deputy Director of the GDS we see the government pulling in big companies (e.g. Google, Equifax, Lexis-Nexis, Experian, Paypal, Royal Mail, BT, Amazon, O2, Symantec) to legitimize and engage fourth parties serving individuals (e.g. Mydex, Paoga and Allfiled).

Two outside groups working with the UK government are Ctrl-Shift and OIX (Open Identity Exchange). Ctrl-Shift is a research consultancy that has been engaged with ProjectVRM from the beginning. OIX is a Washington-based international .org focused on ‘building trust in online transactions.’

France

VRM is a familiar and well-understood concept in France. There are meetups (such as this one) and many VRooMy startups, such as Privowny (led by French folk and HQ’d in Palo Alto), CozyCloud, and OneCub. A big organizational driver of VRM in France is Fing.org, a think tank that brings together large companies (e.g. Carrefour, Societe General, Orange and LaPoste) with small companies such as the ones I just mentioned. They do this around research projects. For example, ProjectVRM informed Fing’s Mesinfos research project (described here).

Oceania

If we were to produce a heat map of VRM activity, perhaps the brightest area would be Australia and New Zealand. I’ve been down that way three times since June of last year, to help developers and participate in meetings and events. As with the UK, government in Australia is very supportive of VRM development, and with empowering individuals generally. (We met with three agencies on one of the trips: one with the federal government in Canberra and two with the New South Wales government in Sydney. One of them called citizens “customers” of government services, because “they pay for them.”) Startups there include Flamingo, Meeco, Welcomer, Geddup,4th Party, Fifth Quadrant, Onexus and the New Zealand based MyWave.

Recent changes in Australian privacy policy also attract and support VRM development. Australian companies (and government agencies) collecting personal data from people on the Web (or anywhere) are now required to make that data available to those people to use as they please. (Or so I understand it.) This gives Canberra-based Welcomer, for example, a reason to exist. Welcomer makes “private data dashboards” that “show collected summaries of the personal data held by organisations and by individuals including the person themselves. The dashboard gives a summary of personal data with the ability to link through to the source data (where required).”

This summer, the first commercial community to grow out of ProjectVRM work, the Respect Network (which Privacy By Design (PbD) calls the “World’s First Global Private Cloud Network”) held a world tour to launch the community and stimulate funding for members’ common goals, standards and code development. I was on the tour (London, San Francisco, Sydney, Tel Aviv), and wrote a report on the ProjectVRM blog. (Naturally, I shot pictures. Those are here. I also spoke at each venue. One of my Sydney talks is here.)

3. Community

To understand where ProjectVRM fits in the world, and how it works, I like the Competing Values Framework by Kim S. Cameron (no relation to the one above), Robert E. Quinn, Jeff DeGraff and Anjan Thakor:

Screen Shot 2014-09-01 at 5.48.45 PM

While there are many VRM developers operating in the lower half of that graphic, what ProjectVRM does is in the upper half of that diagram.  We have a collaborative clan of flexible and creative individuals in an adhocracy, working together on long-term transformational change.

Pretty much everything that gets criticized about our efforts falls in the lower half. That’s because we have no hierarchy and don’t work to control what anybody does. And progress on the whole  has been slow. (Though there are exceptions, such as Uber, Lyft and Thumbtack.)

That graphic is just one of many helpful ones in David Ronfeldt‘s Organizational forms compared, which he’s been updating since first publishing it in May 2009. One reason it is helpful is that the hierarchical short-term stuff is obvious and easily understood, while collaborative long term stuff is much harder to grok. It’s like the difference between weather and geology. Which makes me think that graphic should be flipped vertically: slow stuff on the bottom, fast stuff at the top. That’s what the Long Now foundation does with this graphic, which I’ve always loved:

layers of time

The change we want most is down in the culture, governance and infrastructure layers, even though our focus is on commerce. This also explains why we run into trouble when we play with fashion. The last thing we want is for VRM to be cool. (This is also a lesson I learned and re-learned over two decades of watching Linux, free software and open source for Linux Journal.)

The following graphics are all from David Ronfeldt’s scholastic gatherings. Each in its own way helps explain how our community works — and how it doesn’t. First, from one of Bob Jessop‘s many papers on governance and metagovernance (this one from 2003):

jessop figure

That’s our column on the right.

Then there is this, from Federico Iannacci and Eve Mitleton–Kelly’s Beyond markets and firms: the emergence of Open Source networks (First Monday, May, 2005):

iannacci

That’s us in the middle. We’re a stable and decentralized heterarchy that coordinates by mutual adjustment.

Then there is this from Karen Stephenson‘s Neither Hierarchy nor Network: An Argument for Heterarchy (in Ross Dawson’s Trends in the Living Networks, April, 2009):

stephenson

Again that’s us on the right.

Something I like about those last two is the respect they give to heterarchy, which has been a focus for many years of Adriana Lukas, another VRM stalwart who has been with the project since before the beginning. Here’s her TED talk on the subject.

Finally, there is this graphic, from  Clay Spinuzzi‘s Toward a Typology of Activities (2013):

Spinuzzi

In Spinuzzi’s Losing by Expanding: Corralling the Runaway Object, an object is identified as “a material or problem that is cyclically transformed by collective activity.” With our tacit, inductive and flexible approach, this also characterizes the way our community works.

One can see all this at work on the ProjectVRM mailing list, an active collection of 615 subscribers. We also meet in person twice a year at IIW, starting one day in advance of the event, with “VRM Day.” This adds up to a total of at least eight days per year of in-person collaboration time.

Most of the rest of the VRM community meets locally, or through the organizing work of organizations such as Respect Network (U.S. based, but spanning the world) and Fifth Quadrant (Sydney based, and focused on Australia and New Zealand).

There are many other organizations with which ProjectVRM is well aligned. Among them are:

If things go the way I expect, Mozilla will also emerge as a center of VRM interest and development as well. (For example, I expect VRM to be a topic in October at MozFestival in the U.K.

4. Influence

Nearly all VRM influence derives from the work of its volunteers and its developers. “Markets are conversations,” Cluetrain said, and we drive a lot of those. But they rarely get driven exactly the way I, or we, would like. Conversations are like that. EIC awardSo are heterarchical networks. Everybody wants to come at issues from their own angle, and often with their own vocabulary. We see that especially with analysts and think tanks. None of them like the term VRM. (In fact lots of developers avoid it as well. I don’t blame them, but we’re stuck with it.) Ctrl-Shift, for example, calls fourth parties PIMS, for Personal Information Management Services. Kuppinger-Cole, which gave ProjectVRM an award in 2008 (that’s the trophy on the right), insists on the term “Life Management Platforms.” (I pushed it for awhile. Didn’t take.) Here in the U.S., Forrester Research calls the same category PIDM for Personal Identity and Data Management. We don’t care, because we look for effects.

As for the influence of others on ProjectVRM, there are too many to list.

5. Issues

Privacy is the biggest one right now. (A Google search brings up more than five billion results). We’ve done a lot to drive interest in the topic, and have brought thought leadership to the topic as well. (Here is one example.) On behalf of ProjectVRM, I’ve participated in many privacy-focused events, such as the Data Privacy Hackathon earlier this year, and at GovLab gatherings such as the one reported on here. I’m also in Helen Nissenbaum‘s Privacy Research Group at the NYU Law School, where I presented ProjectVRM developers’ privacy work on February 26 of this year.

Tied in with privacy online, or lack of it, is users’ need to submit to onerous terms of service and meaningless privacy policies. Those terms, also called contracts of adhesion, have been normative ever since industry won the industrial revolution, but have become especially egregious in the online world. Today there is a crying need both for better terms on the sites’ and services’ side, and for terms individuals can asset on their side. From the beginning ProjectVRM has been focused mostly on the latter.

Trust is another huge issue, also tied with privacy. ProjectVRM has both encouraged and influenced the growth of “trust frameworks” such as the Respect Trust Framework and others (there are five) at OIX, as well as Open Mustard Seed and OpenPDS under IDcubed at the MIT Media Lab.

VRM+CRM has been a focus from the start, but the timing has not been right until now. At the beginning, we expected CRM companies to welcome VRM. Press and analysts in the CRM space were encouraging from the start (CRM Magazine devoted an entire issue to it in 2010), but the big CRM companies showed little interest, until this year.

Sitting astride or beside VRM and CRM is a category variously called CX (for Customer Experience), CRX (for Customer Relationship Experience), EM (for Experience Management) CEM or CXM (for Customer Experience Management) and other two and three-letter initialisms. Another happening in the midst of all these is “co-creation” of customer experience. The purpose here is to bring customers and companies together to co-create experience in a lab-like setting where research can be done. This is what Flamingo does in Australia. In a similar way, MyWave in New Zealand (with developers in Australia) “puts the customer in charge of their data and the experience” for a “direct ‘segment of one’ relationship with businesses.”

With the Internet of Things (IoT) heating up as a topic, there is also an increased focus, on the “own cycle,” rather than the “buy cycle” of the customer experience. I explain the difference here, using this graphic from Esteban Kolsky:

oracle-twist

In our lives the own cycle is in fact the largest, because we own things — lots of them — all the time and are buying things only some of the time. In fact, most of the time we aren’t buying anything, or even close to looking. This is a festering problem with the advertising-driven commercial Web, which assumes that we are constantly in the market for whatever it is they push at us. In addition to not buying stuff all the time, we are employing more and more ways of turning advertising off (ad blockers are the top browser extensions). For advertising and ad-supported companies, including millions of ad-supported publishers on the Web, this is a mounting crisis. According to an August 2013 PageFair report, “up to 30% of web visitors are blocking ads, and that the number of adblocking users is growing at an astonishing 43% per year.” In The Intention Economy, I called online advertising a “bubble” and I stand by the claim. It’s just a matter of time.

As the stuff we own gets smart, and as more of it finds its way onto the Net service becomes far more important to companies than sales. And VRM developers are laying important groundwork in service. I wrote about this in Linux Journal last year, drawing special attention to the pioneering work led by Phil Windley, who has been a VRM stalwart since before the beginning. In fact it’s Phil’s work that makes clear that things themselves don’t need to be smart to exist on the Internet. All they need is clouds that are smart, which Phil calls picos for persistent computing objects. In this HBR post I explain how the shared clouds of products can be platforms for relationship between company and customers , with learnings flowing in both directions.

Meanwhile, VRooMy companies like trōv are helping individuals do more with what they own — taking their valuables, and making them more valuable.

6. Verticals

Relationship

This was the first for VRM, and it’s still a primary interest. We need tools on the individual’s side for managing many relationships. There still is not a good “relationship dashboard,” though there are a number of efforts in this direction. But as soon as we have code on the VRM side that matches up with code on the CRM side (including, for example, call centers, which are also interested in VRM), we’ll rock.

Payments

Even though ProjectVRM’s mission is centered around relationship and conversation, transaction is a big part of it too — just not the only part, as business often assumes. Our first efforts, starting in 2006, were around making it as easy as possible for individuals to donate money in one standard way to many different public radio stations.

We have been involved in many meetings and discussions around payments and secure data transactions, and some projects as well. We worked with SWIFT on the Digital Asset Grid, and have been in conversations with banks (e.g. Chase) and VISA Europe for a long time as well. With the rise of alternative currencies (e.g. Bitcoin), distributed accounting (e.g. Blockchain), digital wallets and other new means for transacting and accounting, there are many ways for VRM developments to play.

Email

In what is being called “post-Snowden time,” many new secure and encrypted email approaches have evolved. While some are listed on the ProjectVRM developers list, we haven’t been very involved with them — at least not yet. But we are involved with developers working on privacy-protecting tools that can either be embedded in existing email systems or offer alternative communications “tunnels.”

Personal information Management

There are two breeds of development here.

One is fourth party services and code bases for managing and sharing personal data selectively online. There are now many of these. Some support self-hosting as well. (ProjectVRM has always been supportive of free software, open source, and the “first person technology” and “indie” movements.) One organization, the Respect Network, was created to provide a framework for substitutability of services and apps.

The other is code the individual uses to manage his or her own life, and connections out to the world. This is where calendar, email, IM, to-do lists, password managers and other convenience-producing apps for the connected world come together. There is no leader here, though there are many players, including Apple, Microsoft and Google.  So far, this area has only seen centralized and siloed players, with inherent security and data mining disadvantages. But recently, commercial and open source conversations about a decentralized approach to this opportunity have been taking place.

A test case for VRM that applies to both kinds of solutions is this: being able to change my address, my last name or my phone number for many services in one move. This is exactly what the UK government is calling for from citizens’ personal information management systems (what Ctrl-Shift calls PIMS). A citizen should be able to change her address for the Royal Mail, the Passport Office and the National Health Service, all at once. Bonus links: Making things open, making things better, by Mike Bracken in the Gov.UK Government Digital Service blog, where Mike’s prior post, Reading the Digital Revolution featured this illustration by our old friend Paul Downey:

cluetrain-620x295

Apple’s HealthKit and HomeKit, which go live with the release of iOS 8on 9 September, also have some VRM developers excited, because it will make this kind of integration at the individual end easy to do in two verticals: Health and Home Automation.

Health

Early on with ProjectVRM, I avoided health as an issue, because I wanted to see real progress in my lifetime — and I felt that the situation in the U.S. was fubar. But other VRM folk did not agree, and have pushed VRM forward very aggressively in the health field. Dr. Adrian Gropper and Dr. Deborah Peel of Patient Privacy Rights have done a remarkable job of carrying the VRM flag up a very steep and slippery hill. Berkman veteran John Wilbanks is another active ProjectVRM volunteer whose work in health is broad, deep, influential and at the leading edge of the pioneering space where personal agency engages the wild and broken world of the U.S. health care system. Brian Behlendorf, the primary developer of the Apache Web server (which hosts the largest share of the world’s Web sites and services) and the CONNECT open source code base for health service collaboration, is also an active participant in ProjectVRM.

A number of VRM developers are working with, or paying close attention to, Apple’s HealthKit. In the words of one of those developers, “It’s very VRooMy.” HealthKit developments go live when Apple rolls out iOS 8 on 9 September.

Automotive

While a number of car makers are eager to spy on drivers, Volkswagen has put a stake in the ground. In March, Volkswagen CEO Martin Winkerhorn gave a keynote at the Cebit show that drew this headline: “Das Auto darf nicht zur Datenkrake warden.” My rusty Deutsch tells me he’s saying the car shouldn’t be a data octopus.

Toward that end, Phil Windley’s Kickstarter-based  Fuse will give drivers and car owners all the data churned out of their cars’ ODB-II port, which was created originally for diagnostics at car dealers and service stations. With an open API around that data, developers can create apps to alert you to schedule maintenance, monitor your teen’s driving and much more.

Real Estate

The only products that cost us more than cars are homes. Here too we have a VRM advocate in Cambridge-based Bill Wendell of Real Estate Café. He has always been way ahead of his time, but it’s clear his time is coming. (Here’s Bill leading a session on VRM in Real Estate at IIW 18 in May.)

7. Investment

There is an upswing of investment in start-ups on the “pull” — the individual’s — side of the marketplace. Many wealthy individuals, some quite new to tech investing, perceive an opportunity in “pull” side tools, so interest is building, especially in angel funding. There are currently at least three initiatives coming together to invest in VRM or intention based start-ups in Silicon Valley and Europe. This is one of the outcomes of the last IIW (in May of this year), where investment emerged as a big theme, with a number of VC’s for the first time participating in IIW sessions. I’m involved in planning a VRM specific fund, which is still in its preliminary stages. If it moves forward (which I believe it will), it should come into shape by next year.

In some cases government is also involved. In the UK, for example, the SEIS (Seed Enterprise Investment Scheme) program offers huge tax incentives to angel investors.

8. Research

There are many questions we can probe with research, but only one I want to work on in the near term: What happens when individuals come to websites with their own agreeable terms?creativecommons-licenses

Such as, “I’m cool with you tracking me on your site, but don’t follow me when I leave.” And, on the site’s side,  “We’re cool with that.” In proper legalese, of course — but expressed on both sides in code and symbols that work like Creative Commons’ licenses (there on the right).

The Cyberlaw Clinic is already involved, though its work with Customer Commons on a broader set of terms than the one I just mentioned, and Berkman’s own  Privacy Tools for Sharing Research Data could assist with and follow the process, both through the term-creation process and as the terms get implemented in code and materialize on the Web.

We would be dealing with cooperative efforts that require this already. One is Respect Network’s Respect Connect “Login with Respect” button.  As I explain here, the terms of OIX’s Respect Trust frame require the setting of, and respect for, the boundaries of individuals. This can be done, even within the calf-cow framework of client-server.

Respect Connect  is based onXDI, which the Respect Trust Framework also specifies. XDI is a protocol that employs “link respect-connect-buttoncontracts.” Drummond Reed, the father of XDI (and CEO of the Respect Network) describes link contracts as “machine-readable XDI descriptions of the permissions an individual is giving to another party for access to and usage of the owner’s personal data.” Very handy. And binding. In code.

Mozilla has also made efforts in this same direction, most recently with  Persona (there on the right). signinWe can help them out with this work, and I am sure other and other browser makers will also want to get on board — which they should, and with Berkman’s convening power probably will.

At the end of the project we will have both standard terms for posting at Customer Commons and reference implementations hosted by Berkman, or shared by Berkman over Github or some other data repository.

And we would bring to the table many dozens of developers already eager to see increased agency and term-proffering power on the individual’s side. I can easily see privacy dashboards, on both the client and the server sides of websites.

(Thinking out loud here…) We could host focused discussions and invite participants (including law folk — especially students, from anywhere) to vet terms the way the IETF vets Internet standards: with RFCs, or Requests for Comments. Some open source code for this already exists with Adblock Plus’s white list for non-surveillance-based advertisers. I would hope they’d be eager to participate as well. We (ProjectVRM, the Berkman Center or Customer Commons) could publish lists of conformant requirements for website and Web service providers, and lists (or databases) of conformant ones.

This work would also separate respectful actors on the supply side of the marketplace from ones that want to stick with the surveillance model.

While there are lots of things we could do, this is the one I know will have the most leverage in the shortest time, and would be great fun as well.

It is also highly cross-disciplinary, with many lines of cooperation and collaboration within the university and out to the rest of the world. Right at Berkman we have the  Privacy Tools for Sharing Research Data project and its many connections to other centers at Harvard. Its mission — “to help enable the collection, analysis, and sharing of personal data for research in social science and other fields while providing privacy for individual subjects” — is up many VRM development alleys, especially around health care.

9. Questions

What if we fail?

What if it turns out that free customers are not more valuable than captive ones for most businesses? That’s been the default belief of big business ever since it was born.

What if the free market on the Net turns out to be “Your choice of captor?” Client-server lends itself to that, although we can work around its inequities with moves like the one proposed in the Research section above.

What if the only VRM implementations that succeed in the marketplace are silo’d and non-substitutable ones? To some degree, that’s what we have with Uber and Lyft. While they are substitutable (as two apps on one phone), we don’t yet have a way to intentcast to multiple ride sharing providers at once, or to keep data that applies to both. Maybe we will in the long run, but so far we don’t.

Apple may be VRooMy with HealthKit and HomeKit, but both still operate within Apples silo. You won’t be able to use them on Android (far as I know, anyway).

And what if the Internet of Things turns out to be a world of silos as well? This too is the default, so far. Phil Windley mocks the Apple of Things and the Google of Things by calling both The Compuserve of Things — and making the case for substitutablility as well.

And what if customers just don’t care? This too is the default: the body at rest that tends to stay at rest. For VRM to fully happen, the whole body needs to be in motion — to move from one Newtonian state to another. It’s doing that in places, but not across the board.

Finally, what if we succeed? VRM is about making a paradigm shift happen. So was  Cluetrain before it. On the plus side, the Net itself lays the infrastructural groundwork for that shift. But the rest is up to us.

Whether we  fail or succeed (or both), there will be plenty to study. And that’s been the idea from the start too.

_________________

* Disclosures: I was paid modest sums as a fellow early on, but otherwise have received no compensation from the Berkman Center. I make my living as a speaker, writer and consultant. I have consulted a number of companies listed on the ProjectVRM development work page, and am on the boards of two start-ups: Qredo in the U.K. and Flamingo in Australia. In my work for them my main goal is to see VRM succeed, and I don’t play favorites in competition between VRM companies.

Learning from bad @TWC #CX

Here in New York City, Time Warner Cable is down. (I’m getting on over my mobile phone’s T-Mobile data connection.)

According to DownDetector, TWC is also down in a lot of places:

Screen Shot 2014-08-27 at 7.44.38 AM

This is a developing story, in the midst of which I can take the opportunity to have a meaningful encounter with CX — Customer eXperience. Let’s make lemonade.

My cable modem shows the connection is live, but just blinking steadily in its attempt to pass data back and forth with TWC itself. Earlier ping tests (when the connection was merely bad) went somewhere, but latencies were all high. Now they go nowhere.

Calls to Time Warner Cable get me a message: “All circuits are busy now. Please try again later. Message NY-224-55.”

A visit to @TWC_Help finds the last two postings are on 15 and 22 August. TWC’s many other social channels on Twitter are useless promotional vehicles. A Twitter search for TWC shows lots of problems in lots of places, right now. So this is a developing story.
No doubt the story in the mainstream media will go along the lines of these two:
The big angle will be around the planned merger of  TWC and Comcast — two well-hated ogres.
But we’re here to help, not complain. What can we do with VRM here? Not just for TWC, but for every company in TWC’s position? Specifically,
  1. What code do we have already? and 
  2. What development paths are VRooMers on that can lead toward better CX?

[Later…] Nice follow from @Comradity.

Which CRM companies are ready to dance with VRM?

Early on at ProjectVRM, we had a community meeting in at Oracle headquarters in Silicon Valley, where some VRM-friendly Oracle employees had kindly found us some space. During the meeting we got a surprise visit from Anthony Lye, then the Senior VP of Oracle CRM and later VP of Cloud Applications there. (He has since moved on.) We had a good conversation, after which one of the employees who hosted us disclosed that Anthony had earlier said “Whoever wins at VRM wins at CRM.” It was encouraging to hear, but I never got the quote confirmed, so I don’t know if he said it or not. But I still believe it’s true, because CRM needs VRM for the same reason that companies need customers: the market is a dance floor and it takes two to tango.

As CRM companies go, I count Oracle as clueful, mostly because they provided extraordinarily helpful grist for the VRM mill in the form of this graphic here…

Oracle Twist

… which puts at the heart of CRM two verbs — BUY and OWN — that are the customer’s and not the company’s.* It also helps us sort VRM tools and services into two main concerns:

  • BUY — Intentcasting
  • OWN — Personal clouds, plus personal data stores, vaults, lockers and services, including privacy protection

Other VRM development categories (e.g. code bases, trust frameworks, infrastructures, consortia) lie underneath those two, or blur across them.

Still, friendly as Oracle seems, I don’t hear them asking to dance with anybody doing VRM yet.

So I’m looking now at this Louis Columbus piece in Forbes, reporting on this Gartner report (sorry, ya gotta pay), saying, among other things, that the CRM market (all B2B) reached at $18 billion/year in 2012, with a 12.5% growth rate over 2011. The top six companies, in order, are:

  1. Salesforce, 14%
  2. SAP, 12.5%
  3. Oracle, 11.1%
  4. Microsoft, 6.3%
  5. IBM, 3.6%
  6. Adobe, 3.1%
  7. Nice Systems, 2.5%
  8. Verint Systems, 2.4%
  9. Amdocs, 2.3%
  10. SAS, 2.2%

“Others” are 39.7%.

Additional details:

Worldwide CRM software spending by subsegment shows Customer Service and Support leading all categories with 36.8% of all spending in 2012 ($6.6B), followed by CRM Sales (26.3%, $4.7B), Marketing (includes marketing automation) (20%, $3.6B) and e-commerce (16.9%, $3B)…

Ten fastest growing CRM vendors as measured in revenue Annual Growth Rate (AGR) in 2012 include Zoho (81.2%), Hybris (78.6%), Teradata (70.4%), Bazaarvoice (56.2%), Marketo (54.3%), Kana (44.2%), Demandware (43.9%), IBM (39.4%), Technology One (37.1%) and Neolane (36%).

Communications, media and IT services were the biggest spenders on CRM in 2012 due to their call center requirements.  Manufacturing including Consumer Packaged Goods (CPG) was second, and banking & securities were third.

Looking at these, I see a few that might like to dance with VRM. Teradata is big on data warehousing (potentially for personal clouds). Bazaarvoice is into “genuine online conversations.” Zoho does collaboration apps. Neolane does “conversational marketing.” TechnologyOne considers customers “stakeholders.”

If anybody from any of those companies (or the bigger CRM companies on the list above) wants to come out here on the floor (or sit at the table), let us know. We’re patient, and we know you’re coming.

* The original source of the graphic, Ray Wang points out in the comments below, is Esteban Kolsky. And, as I say in my comment below Ray’s, I did hear that from my friend Nitin Badjatia at Oracle (and formerly of Right Now), but didn’t remember it when I wrote this piece and the one before it yesterday. Again, it is the verbs — BUY and OWN — that make the image especially useful for VRM, because they are the customer’s. I don’t yet know if those verbs are Esteban’s or Right Now/Oracle’s. Let me know and I’ll give credit where due.

Prepping for #VRM Day and #IIW

The 16th IIW (Internet Identity Workshop) is coming up, Tuesday to Thursday, 7-9 May, will be tat the Computer History Museum in Mountain View, CA. As usual, VRM will be a main topic, with lots of developers and other interested folk participating. Also as usual, we will have a VRM planning day on the Monday preceding: 6 May, also at the CHM. So that’s four straight days during which we’ll get to present, whiteboard, discuss and move forward the many projects we’re working on. From the top of my head at the moment:

  • Personal Clouds, including —
    • The Internet of Me and My Things
    • QS (Quantified Self) and Self-Hacking
  • Fully personal wallets, rather than branded ones that work only with payment silos and their partners
  • Intentcasting — where customers advertise their purchase intentions in a secure, private and trusted way, outside of any vendor’s silo
  • Browser add-ons, extensions, related developments
  • Licensing issues
  • Sovereign and administrative identity approaches, including Persona, formerly BrowserID, from Mozilla
  • Legal issues, such as creating terms and policies that individuals assert
  • Tracking and ad blocking, and harmonizing methods and experiences
  • Health Care VRM
  • Devices, such as the freedom box
  • VRM inSovereign vs./+ Administrative identities
    • Real estate
    • Banking (including credit cards, payments, transactions)
    • Retail
  • Personal data pain points, e.g. filling out forms
  • Trust networks
  • Harnessing adtech science and methods for customers, rather than only for vendors

The morning will be devoted to VRM issues, while the afternoon will concentrate on personal clouds.

We still have eight tickets left here. There is no charge to attend.

In the next few days here on the blog we’ll be going over some of the topics above. Input welcome.

 

The all-silo mobile marketplace

In the beginning was the browser, and the browser was yours. You drove it on the Information Superhighway of the World Wide Web:

As a driver, you experienced the same kind of independence that you did with a car. You had a private space inside a private vehicle that you alone operated. You thought and spoke about it with first person possessive pronouns. So, just as you still think and speak of my car, with my engine and my tires, you also thought and spoke of my browser with my bookmarks and my history.

But, because the Web was designed on the client-server model (aka calf-cow), sites could do what t hey wanted with your vehicle. So, while each site gave you both what you came for (pages, usually), it also gave you cookies to help you both remember where you were the last time you visited. And, for the convenience of you both, it also gave you a shopping cart. Thus, to them, and to you, this is what your browser became:

But there was a cost to this: you were no longer an independent human being with your own private space, but a shopper in the site’s private space. This asymmetry of power and dependence was — and remains — so absolute that it became pro forma for sites and services to use the first person possessive pronoun for you: myspace, myfitnesspal, myverizon. This only made sense in the context of not being able to say it for ourselves.

As a result, our browsers on the commercial Web are not really our own. They are re-skinned at each site with whatever the site wants to make of them:

On the commercial Web, we may still think we’re drivers, but inside each site we are passengers — or, in the now-favored lingo of retailing, “guests.”

Being guests rather than drivers has put us each in a slow-cook hell with these features/bugs:

  • Accumulating up to hundreds of different password-login combinations
  • Needing to fill and re-fill hundreds of mostly-redundant forms, over and over again
  • Submiting just as often to one-sided terms of service that we never read because there’s no point to it

This absolute submissiveness, this complete yielding of personal power to “providers” of all kinds, has boundless upsides. But it has been a Faustian bargain from the start. What we deal away is our time and our agency, both of which matter to our souls.

Seeing the success to be found in dominating customers online, brick-and-mortar retailers have replicated some of the same systems, requiring that regular customers carry around loyalty cards, one for each store. Here’s how “loyalty cards” shows up in Google’s Ngram Viewer:

The timing is no coincidence. Nor are the inconveniences these cards impose on customers and stores alike. But, so long as “free” means “your choice of captor,” the captive-captor system prevails.

That’s what’s happening in the mobile space as well.Shopping carts on websites have become the shopping apps on smartphones. The result is an all-proprietary subset of the World Wide Web:

And they proliferate. If you go to CVS, you get told to download an app. If you’ve already done that, you get told to download another one:

cvs pitch

Or so it appears. I just spent 20 minutes trying to figure out if the Pill Identifier is a feature of the CVS pharmacy app, or an app of its own. Hard to tell when you look up “cvs” on Apple’s App Store app:

To CVS, these are all conveniences for both of you. Never mind that these end up cluttering your phones. Nor that you can only get these (at least on the iPhone) at just Apple’s store, and that your phone company also controls what you can do with it (far more than any car company controls what you can do with the car you buy, lease or rent from them). The inconvenience is yours, not theirs.

The benefits, again, are enormous. For example, it is surely a good thing, for some people, to know what kinds of pills they have. And it’s a good thing that CVS provides a way to do that. But it’s CVS’s app, not yours.

To get the difference, consider an ordinary thermometer.  When you buy one from CVS, it’s yours when you walk out of the store. It isn’t CVS’s any more. Maybe it would be good if the thermometer were smart enough to communicate  your temperature to your doctor or to CVS. But that option should be yours, not CVS’s. Yet there are many who would urge CVS to get your temperature, if it can. And these are the people who are running the “big data” conversation today, at least around marketing.

We are already down a steep and slippery slope here.

See, once you have an app, it’s hard to know for sure what information about you and your life the app is sending back to the company, or to its third parties. According to the Wall Street Journal, countless apps are reporting on you and your activities to marketers, without telling you that’s what they’re doing. Or at least not in an obvious way. Yes, they have privacy policies, but nearly all of them reserve the right to change those. And yes, you do have the choice to not participate in the app marketplace. But as the world becomes more and more networked, that becomes less and less of a practical option.

In respect to the Faustian bargain with the all-silo marketplace, it doesn’t matter how good the silos get. They are still silos. Making better silos doesn’t solve the problem.

After awhile all this power asymmetry adds up, and at some point it breaks. Our job with VRM is to make that  break happen — by showing customers and providers alike that there are better ways to operate a free marketplace, starting with free customers. We do that through tools and services that are more like cars than like shopping carts: that make us both independent and equipped to engage.

A list of VRM developers is here.

Bonus links:

 

Wanted: a handshake across the paywall

For five years I was a loyal subscriber to the Boston Globe. When I was out of town, which was a lot, I’d read it online, because the print subscription covered that too.

This academic year I’m out of town more, so I canceled the subscription, because I didn’t want to pay $3.99 per week for a digital-only subscription. Not when I’m also in Santa Barbara, Los Angeles, San Francisco, New York and other places, with other papers that I also like to read — and to pay for, preferably on an à la carte basis, or something close to it, like I can when I buy a paper at a newsstand. There’s no way to do that. But I still go to the Globe often, to catch a story, such as this one, which hits a paywall:

I only get that on the browser I use most, and which I assume carries a cookie telling the Globe that I’ve visited too often without subscribing. It’s annoying, but I get around it by using other browsers and other machines.

I don’t do that to avoid paying. In fact I’d be glad to pay, because I believe information wants to be free but value wants to be paid for. That means I’m willing to pay something for all the media I use, including music for which I hold rights to play (one doesn’t really “own” music, but instead holds rights to it). But this is impossible as long as media vendors supply all the mechanisms of relationship. There’s no handshake with that system. Just the sound of one hand slapping.

The promo-covered paywall in the screen shot above tells me the Globe’s subscription system has no idea that I was a loyal subscriber for a long time, and am willing to pay more than the $0 that I’m paying when I go around their wall. It also tells me the Globe values data justifying its 99¢/week promo more than its relationship with me as a reader and a long-term subscriber. But I’m not insulted because I know I’m not dealing with human beings here; just a software routine.

Many questions come to mind when I look at a fail like this. Like, Why should a new subscriber get a better deal than a veteran one? Why not have, say, a frequent-reader program, modeled on airline frequent flyer programs?

The answer is that it’s a pain in the ass for a paper (or any business) to do something different than what it already does. In the Globe’s case the bureaucratic overhead is even higher than it looks, because the Globe is a subsidiary of the New York Times, which has the same 99¢ promo (that I wrote about almost a year ago). Even if the two papers don’t use the same content management and subscription software, the policies obviously work in tandem, meaning there is at least twice the inertia to overcome.

Additional inertia is locked up in the heavy burden of sole responsibility for a “relationship” that barely qualifies for the noun. If I had a real relationship with the Globe, I could respond to the above with a message that says “Hi, there. You know me. Remember? I do. Here’s the evidence. Now, can we come up with something that works for both of us here?”  CRM (Customer Relationship Management systems should help, but typically don’t. “Social” CRM is built to listen for signals from prospects or customers; but neither Twitter nor Facebook are mine, nor do they represent me as fourth parties — ones that work for me.  (Twitter and Facebook may serve me, in a way; but they are paid for that work by advertisers.)

There are some VRM-friendly signs on the horizon. For example, in this Guardian interview, Tien Tzuo, the founder and CEO of Zuora, explains what he calls “Paywall 2.0.” Here’s what he says about 3:50 into the video:

Don’t think about it as just a paywall. Don’t think about it as just a tollbooth for you to make money. Think about it as an ongoing dialog with your customers, and allow your paywall to stretch, and go to where your customers really want to go.

(Disclosure: last year I gave a speech at a Zuora event in London.) I want the Globe and the Times to have 2.0-generation paywalls: ones that stretch to embrace my loyalty and my good intentions. I would also like that embrace to appreciate independent signaling from my side of the relationship, not just what it picks up from CRM radar pointed at social media. (And let’s face it: If I have to go on Twitter to get some action out of a company, there’s a failure in direct communication. Here’s one example.)

We also need the VRM tools that match up with 2.0 generation ones on the media sellers’ side. For example, let’s say I budget $2 per day toward all the media I use. (A lexical digression: I don’t “consume” media any more than I consume a hammer. That’s why I say “use” instead of “consume.”) And let’s say  I have the capacity to track what I use, in a QS (quantified self) kind of way. Then let’s say that I’m ready to divide that $2 up and parse it out, using an EmanciPay system. This would put money on the market’s table.

Then maybe, once the money is on the table, we can shake hands over it and actually do business.

Bonus link: House of news

 

 

When consumers become media for themselves

I was talking recently with Edi Immonen of Glome about the idea behind it: turning users into publishers. He used the word “media,” but I’m going with “publishers” for now, because that’s the word used in this graphic (one of many like it — all amazing and excellent) from LUMA partners:

That’s the marketer’s view. But how about yours, as the consumer over there on the right. In fact it’s actually more like this:

Because all you do is consume. You have no direct influence on all that intermediary stuff; so it just presses down on you.

But what if you become the publisher — a form of producer, and not just of consumer? Then the system, simplified, would look like this:

This is in alignment with what Tim Berners-Lee designed the Web to look like in the first place, but in in a commercial setting. (Remember that Sir Tim was then working in high energy physics at CERN, looking for ways to share and edit documents across the Internet as it existed at the turn of the ’90s.) It is also what blogging, as originally conceived, also did. If this blog were commercial (which it is not, on purpose), that would be me (or us) on the right.

Now, if we, as publishers, look at our data, or of our personal space — our state as a medium — as a platform for selling and buying stuff, including services, a whole new horizon opens up.

What Edi and his colleagues at Glome envision is a way for you, as a medium, to sell your space (however you chose to define that word) to:

  1. brands with which you already have a relationship;
  2. brands in which you have an interest; or
  3. brands in which you might have an interest.

From the traditional marketing perspective, #3 makes you “qualified lead,” for which the brand should be willing to pay. But that’s a far too reduced view of what you really are, or might be, to that brand.

Think of this marketplace frame from a CRM+VRM perspective. Between those two rectangles, inside the black two-pointed arrow, are cycles of buying and owning, of use and re-use, of live interactions and of long periods of idle time where neither is paying much attention to the other. Lots of stuff can go on within the boundaries of that two-way arrow.

What Glome proposes here is not zero-basing the marketplace, but instead to re-start our thinking, and our work, atop three well-understood existing roles: brand, publisher (or medium) and marketplace. The main re-characterization is of the individual, who is now a publisher or a medium, and not just a consumer.

Obviously much can get disintermediated here, including all the stuff between the marketer and the publisher in the graphic up top.

But much new intermediation is now possible, especially if the individual has a personal cloud through which one (or one’s fourth party) can program interactions, for the individual, among API-based services (in the manner of IFTTT, or using KRL) and the “Internet of things”. (For developers, I believe Singly fits in here too.)

So we are looking here at a whole new market for information and relationships, within the larger marketplace of everything else. This isn’t complicated, really. It’s actually what markets looked like in the first place:

This is the context we meant by “Markets are conversations” in The Cluetrain Manifesto.

LUMAscapes (such as the top one above) brilliantly depict the ecosystems of marketing as they have evolved so far, down different branches of discipline. The tree from which they branch, however, is the old advertising and direct marketing one, now operating inside the Internet . (“Big data” and analytics in marketing are hardly new. They were what direct mail was all about long before it evolved into direct marketing and then spread into online advertising.)

So this is a shout-to —

— as well as all the VRM developers in the world (and it seems there are more every day).

The last graphic above is our new frame. It helps that it’s also the oldest frame.

I also look forward to the day when Terence Kawaja and his colleagues at LUMA partners draw up VRM+CRM and other new ecosystems that are bound to evolve, once enough of us get our heads out of the old marketing frame and into the oldest marketplace one. So this is a shout-out to them too. 🙂

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