Category: Customer Experience (CE) (page 1 of 3)

QR codes are becoming fishhooks

We’ve been very bullish on QR codes here, because they’re an excellent way for customers and vendors to shake hands, to start doing business, and to form constructive relationships.

Alas, they have become bait for tracking by marketers. In QR Codes Are Here to Stay. So Is the Tracking They Allow, Erin Woo (@erinkwoo) of the NY Times explains how:

Restaurants have adopted them en masse, retailers including CVS and Foot Locker have added them to checkout registers, and marketers have splashed them all over retail packaging, direct mail, billboards and TV advertisements.

But the spread of the codes has also let businesses integrate more tools for tracking, targeting and analytics, raising red flags for privacy experts. That’s because QR codes can store digital information such as when, where and how often a scan occurs. They can also open an app or a website that then tracks people’s personal information or requires them to input it.

As a result, QR codes have allowed some restaurants to build a database of their customers’ order histories and contact information. At retail chains, people may soon be confronted by personalized offers and incentives marketed within QR code payment systems.

“People don’t understand that when you use a QR code, it inserts the entire apparatus of online tracking between you and your meal,” said Jay Stanley, a senior policy analyst at the American Civil Liberties Union. “Suddenly your offline activity of sitting down for a meal has become part of the online advertising empire.”

So that’s one more thing to fix in our apps and browsers. But how?

Obviously, we can try to avoid QR codes; but there are a growing number of places where that’s not possible.

Providing ways to opt out is a giant non-starter, as we’ve learned at great pain on the Web. (Do you have any record at all of the separate privacy settings you’ve made at all the sites and services where those choices have been provided? Of course not.)

We need at least two things here, and fast.

One is some way, in our phones or browsers, to prevent QR code scanning on phones from turning into tracking. Are you listening, Apple and Google? Plus everybody else in the QR code business?

The other is regulation. And I hate to say that, because too many regulations protect yesterday from last Thursday, and distort markets in ways seen and unseen for decades to come. But this is a case where we really need it.

[Two days later…]

There has been much follow-up to this piece. If you’re interested in that, start with this clip rom Wednesday;s FLOSS Weekly podcast, where Jonathan Bennett (@JP_Bennett) provides some excellent answers to questions raised here and elsewhere.

On Twitter, @QRcodeART has some good follow-up under an @TWiT tweet pointing to that clip. In that thread I stand accused of “pure babbling,” to which I plead guilty (providing, as I do, an example of how, as Garrison Keillor once put it, “English is the preacher’s language because it allows you to talk until you think of what to say”).

The main point in the thread is that QR codes are essentially “innocent.” Also, “#Bluetooth is much worse! Creative names, unique IDs (!) and such and usually open and “seeable” for everybody. Similar to your #Wifi searching always for a #WLan in the perimeter. Unique funny names and identifiable MAC addresses. Think about that !”

Good advice. Clearly, there are concerns for all the tech we use, especially the networked kind. If we fail to take precautions such as those Jonathan recommends, we’re likely being tracked in ways we wouldn’t welcome if we knew about it. Returning to the metaphor, everything you carry, scan or click on can be a fishhook. And, to the hookers, you’re just a fish.

 

 

What makes a good customer?

For awhile the subhead at Customer Commons (our nonprofit spin-off) was this:

How good customers work with good companies

It’s still a timely thing to say, since searches on Google for “good customer” are at an all-time high:

 

The year 2004, when Google began keeping track of search trends, was also the year “good customer” hit at an all-time high in percentage of appearances in books Google scanned*:

So now might be the time to ask, What exactly is a “good customer?

The answer depends on the size of the business, and how well people and systems in the business know a customer. Put simply, it’s this:

  1. For a small business, a good customer is a person known by face and name to people who work there, and who has earned a welcome.
  2. For a large business, it’s a customer known to spend more than other customers.

In both cases, the perspective is the company’s, not the customer’s.

Ever since industry won the industrial revolution, the assumption has been that business is about businesses, not about customers. It doesn’t matter how much business schools, business analysts, consultants and sellers of CRM systems say it’s about customers and their “experience.” It’s not.

To  see how much it’s not, do a Bing or a Google search for “good customer.” Most of the results will be for good customer + service. If you put quotes around “good customer” on either search engine and also The Markup’s Simple Search (which brings to the top “traditional” results not influenced by those engines’ promotional imperatives), your top result will be Paul Jun’s How to be a good customer post on Help Scout. That one offers “tips on how to be a customer that companies love.” Likewise with Are You a Good Customer? Or Not.: Are you Tippin’ or Trippin’? by Janet Vaughan, one of the top results in a search for “good customer” at Amazon. That one is as much a complaint about bad customers as it is advice for customers who aspire to be good. Again, the perspective is a corporate one: either “be nice” or “here’s how to be nice.”

But what if customers can be good in ways that don’t involve paying a lot, showing up frequently and being nice?

For example, what if customers were good sources of intelligence about how companies and their products work—outside current systems meant to minimize exposure to customer input and to restrict that input to the smallest number of variables? (The worst of which is the typical survey that wants to know only how the customer was treated by the agent, rather than by the system behind the agent.)

Consider the fact that a customer’s experience with a product or service is far more rich, persistent and informative than is the company’s experience selling those things, or learning about their use only through customer service calls (or even through pre-installed surveillance systems such as those which for years now have been coming in new cars).

The curb weight of customer intelligence (knowledge, knowhow, experience) with a company’s products and services far outweighs whatever the company can know or guess at.

So, what if that intelligence were to be made available by the customer, independently, and in standard ways that worked at scale across many or all of the companies the customer deals with?

At ProjectVRM, this has been a consideration from the start. Turning the customer journey into a virtuous cycle explores how much more the customer knows on the “own” side of what marketers call the “customer life journey”†:

Given who much more time a customer spends owning something than buying it, the right side of that graphic is actually huge.

I wrote that piece in July 2013, alongside another that asked, Which CRM companies are ready to dance with VRM? In the comments below, Ray Wang, the Founder, Chairman and Principal Analyst at Constellation Research, provided a simple answer: “They aren’t ready. They live in a world of transactions.”

Yet signals between computing systems are also transactional. The surveillance system in your new car is already transacting intelligence about your driving with the company that made the car, plus its third parties (e.g. insurance companies). Now, what if you could, when you wish, share notes or questions about your experience as a driver? For example—

  • How there is a risk that something pointed and set in the trunk can easily puncture the rear bass speaker screwed into the trunk’s roof and is otherwise unprotected
  • How some of the dashboard readouts could be improved
  • How coins or pens dropped next to the console between the front seats risk disappearing to who-knows-where
  • How you really like the way your headlights angle to look down bends in the road

(Those are all things I’d like to tell Toyota about my wife’s very nice (but improvable) new 2020 Camry XLE Hybrid. )

We also visited what could be done in How a real customer relationship ought to work in 2014 and in Market intelligence that flows both ways in 2016. In that one we use the example of my experience with a pair of Lamo moccasins that gradually lost their soles, but not their souls (I still have and love them):

By giving these things a pico (a digital twin of itself, or what we might call internet-of-thing-ness without onboard smarts), it is not hard to conceive a conduit through which reports of experience might flow from customer to company, while words of advice, reassurance or whatever might flow back in the other direction:

That’s transactional, but it also makes for a far better relationship that what today’s CRM systems alone can imagine.

It also enlarges what “good customer” means. It’s just one way how, as it says at the top, good customers can work with good companies.

Something we’ve noticed in Pandemic Time is that both customers and companies are looking for better ways to get along, and throwing out old norms right and left. (Such as, on the corporate side, needing to work in an office when the work can also be done at home.)

We’ll be vetting some of those ways at VRM/CuCo Day, Monday 19 April. That’s the day before the Internet Identity Workshop, where many of us will be talking and working on bringing ideas like these to market. The first is free, and the second is cheap considering it’s three days long and the most leveraged conference of any kind I have ever known. See you there.


*Google continued scanning books after that time, but the methods differed, and some results are often odd. (For example, if your search goes to 2019, the last year they cover, the  results start dropping in 2009, hit zero in 2012 and stay at zero after that—which is clearly wrong as well as odd.)

†This graphic, and the whole concept, are inventions of Estaban Kolsky, one of the world’s great marketing minds. By the way, Estaban introduced the concept here in 2010, calling it “the experience continuum.” The graphic above comes from a since-vanished page at Oracle.

Let’s zero-base zero-party data

Forrester Research has gifted marketing with a hot buzzphrase: zero-party data, which they define as “data that a customer intentionally and proactively shares with a brand, which can include preference center data, purchase intentions, personal context, and how the individual wants the brand to recognize her.”

Salesforce, the CRM giant (that’s now famously buying Slack), is ambitious about the topic, and how it can “fuel your personalized marketing efforts.” The second person you is Salesforce’s corporate customer.

It’s important to unpack what Salesforce says about that fuel, because Salesforce is a tech giant that fully matters. So here’s text from that last link. I’ll respond to it in chunks. (Note that zero, first and third party data is about you, no matter who it’s from.)

What is zero-party data?

Before we define zero-party data, let’s back up a little and look at some of the other types of data that drive personalized experiences.

First-party data: In the context of personalization, we’re often talking about first-party behavioral data, which encompasses an individual’s site-wide, app-wide, and on-page behaviors. This also includes the person’s clicks and in-depth behavior (such as hovering, scrolling, and active time spent), session context, and how that person engages with personalized experiences. With first-party data, you glean valuable indicators into an individual’s interests and intent. Transactional data, such as purchases and downloads, is considered first-party data, too.

Third-party data: Obtained or purchased from sites and sources that aren’t your own, third-party data used in personalization typically includes demographic information, firmographic data, buying signals (e.g., in the market for a new home or new software), and additional information from CRM, POS, and call center systems.

Zero-party data, a term coined by Forrester Research, is also referred to as explicit data.

They then go on to quote Forrester’s definition, substituting “[them]” for “her.”

The first party in that definition the site harvesting “behavioral” data about the individual. (It doesn’t square with the legal profession’s understanding of the term, so if you know that one, try not to be confused.)

It continues,

why-is-zero-party-data-important

Forrester’s Fatemeh Khatibloo, VP principal analyst, notes in a video interview with Wayin (now Cheetah Digital) that zero-party data “is gold. … When a customer trusts a brand enough to provide this really meaningful data, it means that the brand doesn’t have to go off and infer what the customer wants or what [their] intentions are.”

Sure. But what if the customer has her own way to be a precious commodity to a brand—one she can use at scale with all the brands she deals with? I’ll unpack that question shortly.

There’s the privacy factor to keep in mind too, another reason why zero-party data – in enabling and encouraging individuals to willingly provide information and validate their intent – is becoming a more important part of the personalization data mix.

Two things here.

First, again, individuals need their own ways to protect their privacy and project their intentions about it.

Second, having as many ways for brands to “enable and encourage” disclosure of private information as there are brands to provide them is hugely inefficient and annoying. But that is what Salesforce is selling here.

As industry regulations such as GDPR and the CCPA put a heightened focus on safeguarding consumer privacy, and as more browsers move to phase out third-party cookies and allow users to easily opt out of being tracked, marketers are placing a greater premium and reliance on data that their audiences knowingly and voluntarily give them.

Not if the way they “knowingly and voluntarily” agree to be tracked is by clicking “AGREE” on website home page popovers. Those only give those sites ways to adhere to the letter of the GDPR and the CCPA while also violating those laws’ spirit.

Experts also agree that zero-party data is more definitive and trustworthy than other forms of data since it’s coming straight from the source. And while that’s not to say all people self-report accurately (web forms often show a large number of visitors are accountants, by profession, which is the first field in the drop-down menu), zero-party data is still considered a very timely and reliable basis for personalization.

Self-reporting will be a lot more accurate if people have real relationships with brands, rather (again) than ones that are “enabled and encouraged” in each brand’s own separate way.

Here is a framework by which that can be done. Phil Windley provides some cool detail for operationalizing the whole thing here, here, here and here.

Even if the countless separate ways are provided by one company (e.g. Salesforce),  every brand will use those ways differently, giving each brand scale across many customers, but giving those customers no scale across many companies. If we want that kind of scale, dig into the links in the paragraph above.

With great data comes great responsibility.

You’re not getting something for nothing with zero-party data. When customers and prospects give and entrust you with their data, you need to provide value right away in return. This could take the form of: “We’d love you to take this quick survey, so we can serve you with the right products and offers.”

But don’t let the data fall into the void. If you don’t listen and respond, it can be detrimental to your cause. It’s important to honor the implied promise to follow up. As a basic example, if you ask a site visitor: “Which color do you prefer – red or blue?” and they choose red, you don’t want to then say, “Ok, here’s a blue website.” Today, two weeks from now, and until they tell or show you differently, the website’s color scheme should be red for that person.

While this example is simplistic, the concept can be applied to personalizing content, product recommendations, and other aspects of digital experiences to map to individuals’ stated preferences.

This, and what follows in that Salesforce post, is a pitch for brands to play nice and use surveys and stuff like that to coax private information out of customers. It’s nice as far as it can go, but it gives no agency to customers—you and me—beyond what we can do inside each company’s CRM silo.

So here are some questions that might be helpful:

  • What if the customer shows up as somebody who already likes red and is ready to say so to trusted brands? Or, better yet, if the customer arrives with a verifiable claim that she is already a customer, or that she has good credit, or that she is ready to buy something?
  • What if she has her own way of expressing loyalty, and that way is far more genuine, interesting and valuable to the brand than the company’s current loyalty system, which is full of gimmicks, forms of coercion, and operational overhead?
  • What if the customer carries her own privacy policy and terms of engagement (ones that actually protect the privacy of both the customer and the brand, if the brand agrees to them)?

All those scenarios yield highly valuable zero-party data. Better yet, they yield real relationships with values far above zero.

Those questions suggest just a few of the places we can go if we zero-base customer relationships outside standing CRM systems: out in the open market where customers want to be free, independent, and able to deal with many brands with tools and services of their own, through their own CRM-friendly VRM—Vendor Relationship Management—tools.

VRM reaching out to CRM implies (and will create)  a much larger middle market space than the closed and private markets isolated inside every brand’s separate CRM system.

We’re working toward that. See here.

 

Markets as conversations with robots

From the Google AI blogTowards a Conversational Agent that Can Chat About…Anything:

In “Towards a Human-like Open-Domain Chatbot”, we present Meena, a 2.6 billion parameter end-to-end trained neural conversational model. We show that Meena can conduct conversations that are more sensible and specific than existing state-of-the-art chatbots. Such improvements are reflected through a new human evaluation metric that we propose for open-domain chatbots, called Sensibleness and Specificity Average (SSA), which captures basic, but important attributes for human conversation. Remarkably, we demonstrate that perplexity, an automatic metric that is readily available to any neural conversational models, highly correlates with SSA.

A chat between Meena (left) and a person (right).

Meena
Meena is an end-to-end, neural conversational model that learns to respond sensibly to a given conversational context. The training objective is to minimize perplexity, the uncertainty of predicting the next token (in this case, the next word in a conversation). At its heart lies the Evolved Transformer seq2seq architecture, a Transformer architecture discovered by evolutionary neural architecture search to improve perplexity.
 
Concretely, Meena has a single Evolved Transformer encoder block and 13 Evolved Transformer decoder blocks as illustrated below. The encoder is responsible for processing the conversation context to help Meena understand what has already been said in the conversation. The decoder then uses that information to formulate an actual response. Through tuning the hyper-parameters, we discovered that a more powerful decoder was the key to higher conversational quality.
So how about turning this around?

What if Google sold or gave a Meena model to people—a model Google wouldn’t be able to spy on—so people could use it to chat sensibly with robots or people at companies?

Possible?

If, in the future (which is now—it’s freaking 2020 already), people will have robots of their own, why not one for dealing with companies, which themselves are turning their sales and customer service systems over to robots anyway?

The Wurst of the Web

Don’t think about what’s wrong on the Web. Think about what pays for it. Better yet, look at it.

Start by installing Privacy Badger in your browser. Then look at what it tells you about every site you visit. With very few exceptions (e.g. Internet Archive and Wikipedia), all are putting tracking beacons (the wurst cookie flavor) in your browser. These then announce your presence to many third parties, mostly unknown and all unseen, at nearly every subsequent site you visit, so you can be followed and profiled and advertised at. And your profile might be used for purposes other than advertising. There’s no way to tell.

This practice—tracking people without their invitation or knowledge—is at the dark heart and sold soul of what Shoshana Zuboff calls Surveillance Capitalism and Brett Frischmann and Evan Selinger call Re-engineering Humanity. (The italicized links go to books on the topic, both of which came out in the last year. Buy them.)

While that system’s business is innocuously and misleadingly called advertising, the surveilling part of it is called adtechThe most direct ancestor of adtech is not old fashioned brand advertising. It’s direct marketing, best known as junk mail. (I explain the difference in Separating Advertising’s Wheat and Chaff.) 

In the online world, brand advertising and adtech look the same, but underneath they are as different as bread and dirt. While brand advertising is aimed at broad populations and sponsors media it considers worthwhile, adtech does neither. Like junk mail, adtech wants to be personal, wants a direct response, and ignores massive negative externalities. It also uses media to mark, track and advertise at eyeballs, wherever those eyeballs might show up. (This is how, for example, a Wall Street Journal reader’s eyeballs get shot with an ad for, say, Warby Parker, on Breitbart.) So adtech follows people, profiles them, and adjusts its offerings to maximize engagement, meaning getting a click. It also works constantly to put better crosshairs on the brains of its human targets; and it does this for both advertisers and other entities interested in influencing people. (For example, to swing an election.)

For most reporters covering this, the main objects of interest are the two biggest advertising intermediaries in the world: Facebook and Google. That’s understandable, but they’re just the tip of the wurstberg.  Also, in the case of Facebook, it’s quite possible that it can’t fix itself. See here:

How easy do you think it is for Facebook to change: to respond positively to market and regulatory pressures?

Consider this possibility: it can’t.

One reason is structural. Facebook is comprised of many data centers, each the size of a Walmart or few, scattered around the world and costing many $billions to build and maintain. Those data centers maintain a vast and closed habitat where more than two billion human beings share all kinds of revealing personal shit about themselves and each other, while providing countless ways for anybody on Earth, at any budget level, to micro-target ads at highly characterized human targets, using up to millions of different combinations of targeting characteristics (including ones provided by parties outside Facebook, such as Cambridge Analytica, which have deep psychological profiles of millions of Facebook members). Hey, what could go wrong?

In three words, the whole thing.

The other reason is operational. We can see that in how Facebook has handed fixing what’s wrong with it over to thousands of human beings, all hired to do what The Wall Street Journal calls “The Worst Job in Technology: Staring at Human Depravity to Keep It Off Facebook.” Note that this is not the job of robots, AI, ML or any of the other forms of computing magic you’d like to think Facebook would be good at. Alas, even Facebook is still a long way from teaching machines to know what’s unconscionable. And can’t in the long run, because machines don’t have a conscience, much less an able one.

You know Goethe’s (or hell, Disney’s) story of The Sorceror’s Apprentice? Look it up. It’ll help. Because Mark Zuckerberg is both the the sorcerer and the apprentice in the Facebook version of the story. Worse, Zuck doesn’t have the mastery level of either one.

Nobody, not even Zuck, has enough power to control the evil spirits released by giant machines designed to violate personal privacy, produce echo chambers beyond counting and amplify tribal prejudices (including genocidal ones)—besides whatever good it does for users and advertisers.

The hard work here is lsolving the problems that corrupted Facebook so thoroughly, and are doing the same to all the media that depend on surveillance capitalism to re-engineer us all.

Meanwhile, because lawmaking is moving apace in any case, we should also come up with model laws and regulations that insist on respect for private spaces online. The browser is a private space, so let’s start there.

Here’s one constructive suggestion: get the browser makers to meet next month at IIW, an unconference that convenes twice a year at the Computer History Museum in Silicon Valley, and work this out.

Ann Cavoukian (@AnnCavoukian) got things going on the organizational side with Privacy By Design, which is now also embodied in the GDPR. She has also made clear that the same principles should apply on the individual’s side.  So let’s call the challenge there Privacy By Default. And let’s have it work the same in all browsers.

I think it’s really pretty simple: the default is no. If we want to be tracked for targeted advertising or other marketing purposes, we should have ways to opt into that. But not some modification of the ways we have now, where every @#$%& website has its own methods, policies and terms, none of which we can track or audit. That is broken beyond repair and needs to be pushed off a cliff.

Among the capabilities we need on our side are 1) knowing what we have opted into, and 2) ways to audit what is done with information we have given to organizations, or has been gleaned about us in the course of our actions in the digital world. Until we have ways of doing both,  we need to zero-base the way targeted advertising and marketing is done in the digital world. Because spying on people without an invitation or a court order is just as wrong in the digital world as it is in the natural one. And you don’t need spying to target.

And don’t worry about lost business. There are many larger markets to be made on the other side of that line in the sand than we have right now in a world where more than 2 billion people block ads, and among the reasons they give are “Ads might compromise my online privacy,” and “Stop ads being personalized.”

Those markets will be larger because incentives will be aligned around customer agency. And they’ll want a lot more from the market’s supply side than surveillance based sausage, looking for clicks.

The only path from subscription hell to subscription heaven

I subscribe to Vanity Fair. 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, it took me to a plain old subscription page. So I thought, “Hey, since they have tracking cruft appended to 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 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 by 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 of subscription hell, 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 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 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.  While there are good reasons to challenge whether or not data can be property (see Jefferson and  Renieris), I want to focus on a different problem: the one best to solve first: the need for personal agency in the online world.

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

The first reason we have far too little agency in the networked world is that 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: dependent, subordinate, secondary. In defaulted regulatory terms, we clients are mere “data subjects,” and only server operators are privileged to be “data controllers,” “data processors,” or both.

Fortunately, the Net’s and the Web’s base protocols remain peer-to-peer, by design. We can still build on those. And 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 doing rude things, such as sticking their hands inside our clothes without permission.

We don’t yet have those norms online, because we have no clothing there. The browser should have been clothing, but instead it became an easy way for adtech and its dependents in digital publishing to plant tracking beacons on our naked digital selves, so they could track us like marked animals across the digital frontier. That this normative is no excuse. Tracking people without their conscious and explicit invitation—or a court order—is morally wrong, massively rude, and now (at least hopefully) illegal under the GDPR and other privacy laws.

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 about.)

It is the height of fatuity for websites and services to say their cookie notice settings are “your privacy choices” when you have no power to offer, or to make, your own privacy choices, with records of those choices that you keep.

The simple fact of the matter is that 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 in all cases 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 absolute. (It’s no coincidence that more than a year ago, up to 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 by 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. Top-down privacy 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. Good and helpful though it may be, it is the regulatory cart in front of the technology horse. In the absence of privacy tech, we also failed to get the norms that would normally and naturally guide lawmaking.

So let’s get the tech horse back in front of the lawmaking cart. If we don’t do that first, adtech will stay in control. 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.

 

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