Category: Customer Experience (CE) (page 1 of 2)

The only path from subscription hell to subscription heaven

And from customer service hell to customer service heaven too.

(If you want to jump straight to that path, scroll down to The Path. )

A small example of The Problem…

I subscribe to Vanity Fair magazine. I also get one of its newsletters, replicated on a website called The Hive. At the top of the latest Hive is this come-on: “For all that and more, don’t forget to sign up for our metered paywall, the greatest innovation since Nitroglycerin, the Allman Brothers, and the Hangzhou Grand Canal.”

When I clicked on the metered paywall link (from which I have subtracted the appended tracking cruft), it took me to a plain old subscription page. So I thought, “Hey, since they have tracking cruft on that link, shouldn’t it take me to a page that says something like, “Hi, Doc! Thanks for clicking, but we know you’re already a paying subscriber, so don’t worry about the paywall”?

So I clicked on the Customer Care link to make that suggestion. This took me to a login page, where my password manager filled in the blanks with one of my secondary email addresses. That got me to my account, which says my Condé Nast subscriptions look like this:

Oddly, the email address at the bottom there is my primary one, not the one I just logged in with.  (Also oddly, I still get Wired.)

So I went to the Vanity Fair home page, found myself logged in there, and clicked on “My Account.” This took me to a page that said my email address was my primary one, and provided a way to change my password, to subscribe or unsubscribe to four newsletters, and a way to “Receive a weekly digest of stories featuring the players you care about the most.” The link below said “Start following people.” No way to check my account itself.

So I logged out from the account page I reached through the Customer Care link, and logged in with my primary email address, again using my password manager. That got me to an account page with the same account information you see above.

It’s interesting that I have two logins for one account. But that’s beside more important points, one of which I made with this message I wrote for Customer Care in the box provided for that:

Curious to know where I stand with this new “metered paywall” thing mentioned in the latest Hive newsletter? When I go to the link there — https://subscribe.condenastdigital.com/s… — I get an apparently standard subscription page. I’m guessing I’m covered, but I don’t know. Also, even as a subscriber I’m being followed online by 20 or more trackers (reports Privacy Badger), supposedly for for personalized advertising purposes, but likely also for other purposes by Condé Nast’s third parties. (Meaning not just Google, Facebook and Amazon, but Parsely and indexww, which I’ve never heard of and don’t trust. And frankly I don’t trust those first three either.) As a subscriber I’d want to be followed only by Vanity Fair and Condé Nast for their own service-providing and analytic purposes, and not who-knows-what by all those others. If you could pass that request along, I thank you. Cheers, Doc

When I clicked on the Submit button, I got this:

An error occurred while processing your request.An error occurred while processing your request.

Please call our Customer Care Department at 1-800-667-0015 for immediate assistance or visit Vanity Fair Customer Care online.

Invalid logging session ID (lsid) passed in on the URL. Unable to serve the servlet you’ve requested.

So there ya go: one among .X zillion other examples differing only in details.

Fortunately, there is a better way. Read on.

The Path

The only way to pave a path from subscription and customer service hell to the heaven we’ve never had is by  normalizing the ways both work, across all of business. And we can only do this from the individual customer’s side. There is no other way. We need standard VRM tools to deal with the CRM and CX systems that exist on the providers’ side.

We’ve done this before.

We fixed networking, publishing and mailing online with the simple and open standards that gave us the Internet, the Web and email. All those standards were easy for everyone to work with, supported boundless economic and social benefits, and began with the assumption that individuals are full-privilege agents in the world.

The standards we need here should make each individual subscriber the single point of integration for their own data, and the responsible party for for changing that data across multiple entities. (That’s basically the heart of VRM.)

This will give each of us a single way to see and manage many subscriptions, see notifications of changes by providers, and make changes across the board with one move. VRM + CRM.

The same goes for customer care service requests. These should be normalized the same way.

In the absence of normalizing how people manage subscription and customer care relationships, all the companies in the world with customers will have as many different ways of doing both as there are companies. And we’ll languish in the login/password hell we’re in now.

The VRM+CRM cost savings to those companies will also be enormous. For a sense of that, just multiply what I went through above by as many people there are in the world with subscriptions, and  multiply that result by the number of subscriptions those people have — and then do the same for customer service.

We can’t fix this inside the separate CRM systems of the world. There are too many of them, competing in too many silo’d ways to provide similar services that work differently for every customer, even when they use the same back-ends from Oracle, Salesforce, SugarCRM or whomever.

Fortunately, CRM systems are programmable. So I challenge everybody who will be at Salesforce’s Dreamforce conference next week to think about how much easier it will be when individual customers’ VRM meets Salesforce B2B customers’ CRM. I know a number of VRM people  who will be there, including Iain Henderson, of the bonus link below. Let me know you’re interested and I’ll make the connection.

And come work with us on standards. Here’s one.

Bonus link: Me-commerce — from push to pull, by Iain Henderson (@iaianh1)

Weighings

A few years ago I got a Withings bathroom scale: one that knows it’s me, records my weight, body mass index and fat percentage on a graph informed over wi-fi. The graph was in a Withings cloud.

I got it because I liked the product (still do, even though it now just tells me my weight and BMI), and because I trusted Withings, a French company subject to French privacy law, meaning it would store my data in a safe place accessible only to me, and not look inside. Or so I thought.

Here’s the privacy policy, and here are the terms of use, both retrieved from Archive.org. (Same goes for the link in the last paragraph and the image above.)

Then, in 2016, the company was acquired by Nokia and morphed into Nokia Health. Sometime after that, I started to get these:

This told me Nokia Health was watching my weight, which I didn’t like or appreciate. But I wasn’t surprised, since Withings’ original privacy policy featured the lack of assurance long customary to one-sided contracts of adhesion that have been pro forma on the Web since commercial activity exploded there in 1995: “The Service Provider reserves the right to modify all or part of the Service’s Privacy Rules without notice. Use of the Service by the User constitutes full and complete acceptance of any changes made to these Privacy Rules.” (The exact same language appears in the original terms of use.)

Still, I was too busy with other stuff to care more about it until I got this from  community at email.health.nokia two days ago:

Here’s the announcement at the “learn more” link. Sounded encouraging.

So I dug a bit and and saw that Nokia in May planned to sell its Health division to Withings co-founder Éric Carreel (@ecaeca).

Thinking that perhaps Withings would welcome some feedback from a customer, I wrote this in a customer service form:

One big reason I bought my Withings scale was to monitor my own weight, by myself. As I recall the promise from Withings was that my data would remain known only to me (though Withings would store it). Since then I have received many robotic emailings telling me my weight and offering encouragements. This annoys me, and I would like my data to be exclusively my own again — and for that to be among Withings’ enticements to buy the company’s products. Thank you.

Here’s the response I got back, by email:

Hi,

Thank you for contacting Nokia Customer Support about monitoring your own weight. I’ll be glad to help.

Following your request to remove your email address from our mailing lists, and in accordance with data privacy laws, we have created an interface which allows our customers to manage their email preferences and easily opt-out from receiving emails from us. To access this interface, please follow the link below:

Obviously, the person there didn’t understand what I said.

So I’m saying it here. And on Twitter.

What I’m hoping isn’t for Withings to make a minor correction for one customer, but rather that Éric & Withings enter a dialog with the @VRM community and @CustomerCommons about a different approach to #GDPR compliance: one at the end of which Withings might pioneer agreeing to customers’ friendly terms and conditions, such as those starting to appear at Customer Commons.

Why personal agency matters more than personal data

Lately a lot of thought, work and advocacy has been going into valuing personal data as a fungible commodity: one that can be made scarce, bought, sold, traded and so on.  That’s all fine, but I also think it steers attention away from a far more important issue it would be best to solve first: personal agency.

I see two reasons why personal agency matters more than personal data.

The first reason is that we have far too little agency in the networked world, mostly because we settled, way back in 1995, on a model for websites called client-server, which should have been called calf-cow or slave-master, because we’re always the weaker party. Fortunately the Net’s and the Web’s base protocols remain mostly peer-to-peer, by design. We can still build on those. It’s early.

A critical start in that direction is making each of us the first party rather than the second when we deal with the sites, services, companies and apps of the world—and doing that at scale across all of them.

Think about how much more simple and sane it is for websites to accept our terms and our privacy policies, rather than to force each of us, all the time, to accept their terms, all expressed in their own different ways. (Because they are advised by different lawyers, equipped by different third parties, and generally confused anyway.)

Getting sites to agree to our own personal terms and policies is not a stretch, because that’s exactly what we have in the way we deal with each other in the physical world.

For example, the clothes that we wear are privacy technologies. We also have  norms that discourage others from, for example sticking their hands inside our clothes without permission.

The fact that adtech plants tracking beacons on our naked digital selves and tracks us like animals across the digital frontier may be a norm for now, but it is also morally wrong, massively rude and now illegal under the  GDPR.

We can easily create privacy tech, personal terms and personal privacy policies that are normative and scale for each of us across all the entities that deal with us. (This is what ProjectVRM’s nonprofit spin-off, Customer Commons is all about.)

Businesses can’t give us privacy if we’re always the second parties clicking “agree.” It doesn’t matter how well-meaning and GDPR-compliant those businesses are. Making people second parties is a design flaw in every standing “agreement” we “accept,” and we need to correct that.

The second reason agency matters more than data is that nearly the entire market for personal data today is adtech, and adtech is too dysfunctional, too corrupt, too drunk on the data it already has, and absolutely awful at doing what they’ve harvested that data for, which is so machines can guess at what we might want before they shoot “relevant” and “interest-based” ads at our tracked eyeballs.

Not only do tracking-based ads fail to convince us to do a damn thing 99.xx+% of the time, but we’re also not buying something most of the time as well.

As incentive alignments go, adtech’s failure to serve the actual interests of its targets verges on the absolute. (It’s no coincidence that more than a year ago, 1.7 billion people were already blocking ads online.)

And hell, what they do also isn’t really advertising, even though it’s called that. It’s direct marketing, which gives us junk mail and is the model for spam. (For more on this, see Separating Advertising’s Wheat and Chaff.)

Privacy is personal. That means privacy is an effect of personal agency, projected by personal tech and personal expressions of intent that others can respect without working at it. We have that in the offline world. We can have it in the online world too.

Privacy is not something given to us by companies or governments, no matter how well they do Privacy by Design or craft their privacy policies. It simply can’t work.

In the physical world we got privacy tech and norms before we got privacy law. In the networked world we got the law first. That’s why the GDPR has caused so much confusion. It’s the regulatory cart in front of the technology horse. In the absence of privacy tech, we also failed to get and the norms that would normally and naturally guide lawmaking.

So let’s get the tech horse back in front of the lawmaking cart. With the tech working, the market for personal data will be one we control.  For real.

If we don’t do that first, adtech will stay in contol. And we know how that movie goes, because it’s a horror show and we’re living in it now.

 

A positive look at Me2B

Somehow Martin Geddes and I were both at PIE2017 in London a few days ago and missed each other. That bums me because nobody in tech is more thoughtful and deep than Martin, and it would have been great to see him there. Still, we have his excellent report on the conference, which I highly recommend.

The theme of the conference was #Me2B, a perfect synonym (or synotag) for both #VRM and #CustomerTech, and hugely gratifying for us at ProjectVRM. As Martin says in his report,

This conference is an important one, as it has not sold its soul to the identity harvesters, nor rejected commercialism for utopian social visions by excluding them. It brings together the different parts and players, accepts the imperfection of our present reality, and celebrates the genuine progress being made.

Another pull-quote:

…if Facebook (and other identity harvesting companies) performed the same surveillance and stalking actions in the physical world as they do online, there would be riots. How dare you do that to my children, family and friends!

On the other hand, there are many people working to empower the “buy side”, helping people to make better decisions. Rather than identity harvesting, they perform “identity projection”, augmenting the power of the individual over the system of choice around them.

The main demand side commercial opportunity at the moment are applications like price comparison shopping. In the not too distant future is may transform how we eat, and drive a “food as medicine” model, paid for by life insurers to reduce claims.

The core issue is “who is my data empowering, and to what ends?”. If it is personal data, then there needs to be only one ultimate answer: it must empower you, and to your own benefit (where that is a legitimate intent, i.e. not fraud). Anything else is a tyranny to be avoided.

The good news is that these apparently unreconcilable views and systems can find a middle ground. There are technologies being built that allow for every party to win: the user, the merchant, and the identity broker. That these appear to be gaining ground, and removing the friction from the “identity supply chain”, is room for optimism.

Encouraging technologies that enable the individual to win is what ProjectVRM is all about. Same goes for Customer Commons, our nonprofit spin-off. Nice to know others (especially ones as smart and observant as Martin) see them gaining ground.

Martin also writes,

It is not merely for suppliers in the digital identity and personal information supply chain. Any enterprise can aspire to deliver a smart customer journey using smart contracts powered by personal information. All enterprises can deliver a better experience by helping customers to make better choices.

True.

The only problem with companies delivering better experiences by themselves is that every one of them is doing it differently, often using the same back-end SaaS systems (e.g. from Salesforce, Oracle, IBM, et. al.).

We need ways customers can have their own standard ways to change personal data settings (e.g. name, address, credit card info), call for support and supply useful intelligence to any of the companies they deal with, and to do any of those in one move.

See, just as companies need scale across all the customers they deal with, customers need scale across all the companies they deal with. I visit the possibilities for that here, here, here, and here.

On the topic of privacy, here’s a bonus link.

And, since Martin takes a very useful identity angle in his report, I invite him to come to the next Internet Identity Workshop, which Phil Windley, Kaliya @IdentityWoman and I put on twice a year at the Computer History Museum. The next, our 26th, is 3-5 April 2018.

 

 

How should customers look to business?

The world of business has a default symbol for customers: the ones they put on restroom doors.

Outside of those, there is no universal symbol for a customer.

When business talks to itself, it mostly uses generic cartoon images such as these (from a Bing search) and these (from a Google one):

I’m sure all of us identify more with the restroom symbols (and emojis) than we do with those things.

It’s interesting how, even though we comprise 100% of the marketplace, we remain a prevailing absence in nearly every business conference, business book and business school class.

The notion that customers can be independent and fully empowered agents of themselves, with scale across all the businesses they deal with, at best gets the intellectual treatment (seeing customers, for example, as “rational actors”).

At worst, customers are seen as creatures that go moo and squit money if they’re held captive and squeezed the right ways.  Listen to the talk. Typically customers are “targets” that businesses “acquire,” “manage,” “control” or “lock in” as if we are cattle or slaves.

Often customers are simply ignored.

One example that showed up today was this press release announcing “an innovative initiative focused on the overhaul of open account trade finance infrastructure.” It’s from R3, which makes Corda, a ” distributed ledger platform designed specifically for financial services,” and is “a joint undertaking between R3, TradeIX, and twelve financial institutions.” This network, says the release, will “improve access to open account trade for the global ecosystem of banks, buyers, suppliers, technology providers, insurers, and other parties, such as logistics companies, that are critical to facilitating global open account trade flows.”

Never mind that distributed ledgers have been hailed as the second coming (or even the first) of the customer-empowering peer-to-peer world. Instead note the absence of customers: people and institutions who entrust their money and assets to all the parties listed in that long sentence.

Our goal with ProjectVRM is to equip customers (not just “consumers,” or “end users”) to say We’re not just at the same table with you guys. We are that table. And we are much bigger and far more powerful than you can ever make us on your own.

In other words, our job here is to give customers superpowers.

There are lots of people arguing that more policy is the answer. But we already have the GDPR. Huge leverage there. Let’s use it to highlight how own customer-empowering solutions put the companies that serve us in compliance.

In the last post we named one. That and many other forms of #customertech will be featured at VRM Day and IIW, later this month at the Computer History Museum in Silicon Valley. Looking forward to seeing many of you there.

Let’s make customers powerful. Then it won’t matter how they look to business, other than real.

 

Actual chat with an Internet Disservice Provider

customerdisservice

After failing to get a useful answer from Verizon about FiOS availabilty at a Manhattan address (via http://fios.verizon.com/fios-coverage.ht…), I engaged the site’s chat agent system, and had this dialog:

Jessica: Hi! I am a Verizon specialist, can I help you today?

You: I am trying to help a friend moving into ______ in New York City. The Web interface here gives a choice of three addresses, two of which are that address, but it doesn’t seem to work. She wants to know if the Gigabit deal — internet only (she doesn’t watch TV or want a phone) — is available there.
Jessica: By chatting with us, you grant us permission to review your services during the chat to offer the best value. Refusing to chat will not affect your current services. It is your right and our duty to protect your account information. For quality, we may monitor and/or review this chat.

You: sure.
Jessica: Hey there! My name is Jessica. Happy to help!

Jessica: Thank you for considering Verizon services. I would be glad to assist you with Verizon services.

You: Did you see my question?
Jessica: Thank you for sharing the address, please allow me a moment to check this for you.

Jessica: Yes, please allow me a moment to check this for you.

Jessica: I appreciate your patience.

Jessica: Do you live in the apartment?

You: No. I am looking for a friend who is moving into that building.
You: I had FiOS where I used to live near Boston and was pleased with it.
Jessica: Thank you for your consideration.

Jessica: The address where your friend will be moving require to enter the apartment number.

You: hang on
Jessica: Sure, take your time.

You: 5B
You: When we are done I
Jessica: Thank you, one more moment please.

You: would also like you to check my building as well.
Jessica: Sure, allow me a moment.

Jessica: I appreciate your patience.

Jessica: I’m extremely sorry to share this, currently at your friend’s location we don’t have Fios services.

You: Okay. How about _________ ?
You: Still there?
Jessica: Yes, I’m checking for this.

Jessica: Please stay connected.

Jessica has left the chat
You are being transferred, please hold…
You are now chatting with LOUIS
LOUIS: Good morning. I’ll be happy to assist you today. May I start by asking for your name, the phone number we are going to be working with today, and your account pin please?

You: I want to know if FiOS is available at _________.
You: __________. It is not a landline and I do not have an account.
LOUIS: Hello. You’ve reached our Verizon Wireless chat services. I don’t have an option to check on our Fios services for your area. You are able to contact our Fios sister company at the number 1-800-483-3000

You: this makes no sense. I was transfered to you by Jessica in FiOS.
LOUIS: Looks like Jessica is one of our chat agents, but we are with Verizon Wireless. Fios is our sister company, which is a different entity than us

You: Well, send some feedback to whoever or whatever is in charge. Not sure what the problem is, but it’s a fail in this round. Best to you. I now your job isn’t easy.
LOUIS: I do apologize about this, I will certainly relay this feedback on this matter. Here is a link to Verizon Communications for your residential services:https://www.verizon.com/support/residential/contact-us/index.htm

You: Thanks.
LOUIS: I want to thank you for chatting with me today. Hope you have a great day! You can find answers to additional questions at vzw.com/support. Please click on the “X” or “End Chat” button to end this chat.

You: Thanks agin.

The only way to fix this, as we’ve said here countless times, is from the customer’s side. Meanwhile, please dig Despair.com, source of the image above. For so many companies, it remains too true.

Customertech Will Turn the Online Marketplace Into a Marvel-Like Universe in Which All of Us are Enhanced

enhanced-by-customertech

We’ve been thinking too small.

Specifically, we’ve been thinking about data as if it ought to be something big, when it’s just bits.

Your life in the networked world is no more about data than your body is about cells.

What matters most to us online is agency, not data. Agency is the capacity, condition, or state of acting or of exerting power (Merriam-Webster).

Nearly all the world’s martech and adtech assumes we have no more agency in the marketplace than marketing provides us, which is kind of the way ranchers look at cattle. That’s why bad marketers assume, without irony, that it’s their sole responsibility to provide us with an “experience” on our “journey” down what they call a “funnel.”

What can we do as humans online that isn’t a grace of Apple, Amazon, Facebook or Google?

Marshall McLuhan says every new technology is “an extension of ourselves.” Another of his tenets is “we shape our tools and thereafter our tools shape us.” Thus Customertech—tools for customers—will inevitably enlarge our agency and change us in the process.

For example, with customertech, we can—

Compared to what we have in the offline world, these are superpowers. When customertech gives us these superpowers, the marketplace will become a Marvel-like universe filled with enhanced individuals. Trust me: this will be just as good for business as it will be for each of us.

We can’t get there if all we’re thinking about is data.

By the way, I made this same case to Mozilla in December 2015, on the last day I consulted the company that year. I did it through a talk called Giving Users Superpowers at an all-hands event called Mozlando. I don’t normally use slides, but this time I did, leveraging the very slides Mozilla keynoters showed earlier, which I shot with my phone from the audience. Download the slide deck here, and be sure to view it with the speaker’s notes showing. The advice I give in it is still good.

BTW, a big HT to @SeanBohan for the Superpowers angle, starting with the title (which he gave me) for the Mozlando talk.

 

 

Our radical hack on the whole marketplace

In Disruption isn’t the whole VRM story, I visited the Tetrad of Media Effects, from Laws of Media: the New Science, by Marshall and Eric McLuhan. Every new medium (which can be anything from a stone arrowhead to a self-driving car), the McLuhans say, does four things, which they pose as questions that can have multiple answers, and they visualize this way:

tetrad-of-media-effects

The McLuhans also famously explained their work with this encompassing statement: We shape our tools and thereafter they shape us.

This can go for institutions, such as businesses, and whole marketplaces, as well as people. We saw that happen in a big way with contracts of adhesion: those one-sided non-agreements we click on every time we acquire a new login and password, so we can deal with yet another site or service online.

These were named in 1943 by the law professor Friedrich “Fritz” Kessler in his landmark paper, “Contracts of Adhesion: Some Thoughts about Freedom of Contract.” Here is pretty much his whole case, expressed in a tetrad:

contracts-of-adhesion

Contracts of adhesion were tools industry shaped, was in turn shaped by, and in turn shaped the whole marketplace.

But now we have the Internet, which by design gives everyone on it a place to stand, and, like Archimedes with his lever, move the world.

We are now developing that lever, in the form of terms any one of us can assert, as a first party, and the other side—the businesses we deal with—can agree to, automatically. Which they’ll do it because it’s good for them.

I describe our first two terms, both of which have potentials toward enormous changes, in two similar posts put up elsewhere: 

— What if businesses agreed to customers’ terms and conditions? 

— The only way customers come first

And we’ll work some of those terms this week, fittingly, at the Computer History Museum in Silicon Valley, starting tomorrow at VRM Day and then Tuesday through Thursday at the Internet Identity Workshop. I host the former and co-host the latter, our 24th. One is free and the other is cheap for a conference.

Here is what will come of our work:
personal-terms

Trust me: nothing you can do is more leveraged than helping make this happen.

See you there.

 

Pictures Unpack 20,669 Words

rsiskoryak-image

That’s a small sample of some great work by the artist R. Siskoryak, who (Wikipedia tells us), usually “specializes in making comic adaptations of literature classics”, but has now graphically adapted the complete text of what Joe Coscarelli (@JoeCoscarelli) of The New York Times (in Artist Helps iTunes’ User Agreement Go Down Easy), calls “the complete text of Apple’s mind-numbing corporate boilerplate” one must agree to before using iTunes.

The adaptation has its own Tumblr site, where it says, “@rsikoryak is on tour to promote the new color edition of Terms and Conditions: The Graphic Novel, out now from @drawnandquarterly.” Hence the image above. His  well-illustrated bio there is fun too. You can also read the original Tumblr version from the beginning here.

He’ll be appearing (and, presumably speaking and showing) at the Strand Bookstore, 828 Broadway, 10003, with Kenneth Goldsmith, at 7pm this evening (Thursday, March 9). He’s already been in Baltimore. Next up:

  • Pittsburgh, PA, Friday, March 17, 2017 – 6:00pm, ToonSeum with Copacetic Comics. 945 Liberty Ave, 15222
  • Cincinnati, OH, Tuesday, March 21, 2017 – 7:00pm, Joseph-Beth Booksellers, 2692 Madison Ave., 45208 with Carol Tyler
  • New York, NY, Friday, March 24, 2017 – 4:00pm, Spring Symposium, Cardozo Law Journal, moderated by Brett Frischmann
  • Rochester, NY, Wednesday, April 12, 2017 – 4:00pm, Rochester Institute of Technology, Bamboo Room in the Student Alumni Union, 1 Lomb Memorial Dr, 14623
  • Toronto, ON, Toronto Comic Arts Festival, Friday, May 12, 2017 – 9:00am to Sunday, May 14, 2017 – 5:00pm, Toronto Reference Library, 789 Yonge

Meanwhile, here are a few things we’ve been doing (both through ProjectVRM and CustomerCommons, which is working with the Consent & Information Sharing Working Group at Kantara) on terms and conditions you, the individual formerly known as “the user” (as if you’re on drugs) can assert as the first party. In other words, ways companies such as Apple can click “agree” to what you bring to the level table between you both. Four reasons they would do that:

  1. We have the Internet now. It’s a flat place. We don’t need to drag industrial age defaults that give companies scale across many customers, but don’t give individuals scale across many companies.
  2. Ours can have scale too. This is what Cluetrain promised in 1999 when 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. Sure, companies haven’t heard of customer boilerplate before; but they do like consistency, simplicity, predictability, standardization and saving money and time. Customers’ scalable terms will bring them all.
  3. Our terms can be as friendly online as they are off. First example: #NoStalking, which can save the asses of publishers and advertisers, and maybe save journalism too.
  4. GDPR compliance. No need to worry about Europe’s new General Data Protection Regulation and its scary penalties when agreeing to friendly GDPR-compliant terms proffered by individuals obviates the whole thing.

Bonus links:

We will also be visiting all of these—on both the first and second party sides—at VRM Day, and then at the 24th Internet Identity Workshop, which happen together the first week of May at the Computer History Museum in Silicon Valley.

“Disruption” isn’t the whole VRM story

250px-mediatetrad-svg

The vast oeuvre of Marshall McLuhan contains a wonderful approach to understanding media called the tetrad (i.e. foursome) of media effects.  You can apply it to anything, from stone tools to robots. McLuhan unpacks it with four questions:

  1. What does the medium enhance?
  2. What does the medium make obsolete?
  3. What does the medium retrieve that had been obsolesced earlier?
  4. What does the medium reverse or flip into when pushed to extremes?

I suggest that VRM—

  1. Enhances CRM
  2. Obsoletes marketing guesswork, especially adtech
  3. Retrieves conversation
  4. Reverses or flips into the bazaar

Note that many answers are possible. That’s why McLuhan poses the tetrad as questions. Very clever and useful.

I bring this up for three reasons:

  1. The tetrad is also helpful for understanding every topic that starts with “disruption.” Because a new medium (or technology) does much more than just disrupt or obsolete an old one—yet not so much more that it can’t be understood inside a framework.
  2. The idea from the start with VRM has never been to disrupt or obsolete CRM, but rather to give it a hand to shake—and a way customers can pull it out of the morass of market-makers (especially adtech) that waste its time, talents and energies.
  3. After ten years of ProjectVRM, we still don’t have a single standardized base VRM medium (e.g. a protocol), even though we have by now hundreds of developers we call VRM in one way or another. Think of this missing medium as a single way, or set of ways, that VRM demand can interact with CRM supply, and give every customer scale across all the companies they deal with. We’ve needed that from the start. But perhaps, with this handy pedagogical tool, we can look thorugh one framework toward both the causes and effects of what we want to make happen.

I expect this framework to be useful at VRM Day (May 1 at the Computer History Museum) and at IIW on the three days that follow there.

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