It’s been a week since VRM+CRM 2010, and there have been many conversations on private channels (emails, face-to-face, phone-to-phone, face-to-faces), all “processing,” as they say. Meanwhile we also have some very interesting postings to chew on. (Note: This is cross-posted here.)

First, Bill Wendell‘s RealEstateCafe wiki has a nice outline of sessions at the workshop. Better than our own, so far, I might add. Great notes behind his many links, and an excellent resource.

Next, there is Katherine Warman Kerns’s Making Sense of Things (which follows her HuffPo piece, Will VRMCRM2010 disrupt ambiguity?). Here Katherine puts on some hats we both shared as veterans of the advertising and media businesses, and does some great thinking out loud about better ways for marketing energy to be spent than CRM, online advertising and FSIs (I believe these are Free Standing Inserts). An excerpt:

What if that 3% in CRM, the 1% in FSI’s, and the less than 1% online are the same heavy TV watchers with nothing better to do?You’d think there would be a lot of investment in innovation to develop “something better”, but innovators are getting mixed signals from advertisers.  Most businesses still advertise  in order to convince retailers and/or Wall Street that they are supporting the brand.

Few outsiders understand that advertising has become a business to business marketing tactic more than a business to “consumer” tactic. Instead of paying attention to advertising spending trends –  dropping from 40.6 % of the total media/marketing industry in 1975 to 17.2% in 2009 . . . . . .  the Venture world pays attention to the proportional amount spent on different tactics: “what this chart (provided by GOOGLE’s Hal Varian) says is that over that past decade Internet has gone from nothing to 5% of all the ad spend in the US”.  As I point out in my comment on this post, “At 5% of 17.2% that puts internet advertising at less than 1% of total media/marketing revenues. “

Ignoring this fundamental change in the market, an amazing amount of money is wasted on investing in incremental change.  For example, the race is on (reportedly, over $40 Billion a year) to upgrade CRM technology to improve predictive accuracy so that 3% will go up.

I’m all for continuous improvement process . . .  but, when the starting point is single digit success and that success may not even be among the desirable demographic who leaves the house, doesn’t it make sense to spend some of that money developing Plan B?

Hey if everyone on the team is aiming for the same corner of the goal with a single digit success rate, doesn’t it make sense to develop the skill to go after the remaining 90%+ of the goal?Until something better comes along, a market leader, P&G is quietly investing in the “new media” segment, “custom digital publishing”, to reach their target with less waste and to identify “thought leaders” to engage in their leading edge open innovation process.  Two examples are beinggirl.com and the partnership with NBCU to produce lifegoesstrong.com.

A new technology movement is creating a possibility to offer something even better: making it possible to shift the paradigm from improving Business to Customer communications to improving Customer to Business communication. Instead of wasting money on better ways to interrupt customers with messages, the customers are enabled to tell business when and what they want information. Project Vendor Relationship Management is the thought leadership evangelizing this premise and encouraging technology development.  On August 26-27, a workshop calledVRMCRM2010 introduced many of these technologies to VRM fans and receptive CRM professionals.

Media has an opportunity to use this technology to give all participants “The Freedom to be Ourselves”.   Instead of self-censuring because of uncertainty over what, with whom, or when their participation will be available for exploitation in “cyberspace”, participants may manage the release of identity, content, and information “in context”.   AND this control can be mutual – for  the “formerly known as audience”, the “formerly known as creative content producers”**, and the “formerly known as advertisers”.

Mutual benefit has the potential to breakdown the siloes which are barriers to collaborate on innovation.  Indeed, VRMCRM- like technologies offer a blank canvas of possibilities for media and marketing innovation to  disrupt ambiguity.

Next, Dan Miller’s In Spite of Investment in “Social CRM”, Enterprises are Still not Paying Attention. Dan, who led the CRM panel at the workshop, sees CRM and social CRM as a train wreck in progress:

…current solutions that are based in CRM and social CRM capture and conduct analysis on a broad set of customer generated data and metadata. Companies think they are doing a better job of paying attention but, whether they admit it to themselves or not, they continue to use their resources to analyze activity, target messages and promotions and influence future activity. That’s not listening or engaging in a meaningful conversation.

VRM involves a totally different engagement model. “Users” (be they shoppers, searchers, mobile subscribers or “other”) initiate conversations with their selected vendors through a trusted resource or advocate. They can compare notes with other shoppers/customers and, while they may be loyal to a brand, they are more loyal to themselves and their peers. In the ideal, the power shifts to the shopper in ways that will disintermediate traditional channels (like the contact center) and influencers (meaning commercials and advertisements).

The train wreck is not the result of there being too many names for the social CRM phenomenon, it is that CRM and VRM are on a collision course whereby one side seeks to grant more power to buyers while the other seeks to retain nearly all the power by pretending to do a better job of listening.

On the other hand, Denis Pombriant sees social CRM as having some promise for VRM, and writes about that in VRM’s Missing Ingredient, also posted as VRM and CRM Meet. An excerpt:

The great thing about social CRM is that it lets the genie out of the bottle.  It introduces randomness and uncertainty to the puzzle and that’s largely a good thing.  You can’t program a customer relationship, there are too many permutations and customers do things you just can’t always predict.

My big takeaway from the conference is the wisdom of crowds, the idea that since you can’t predict, take a deep breath and stop trying.  Instead, just ask the customer and, if you do it right, you’ll get amazing insights.  It struck me that the wisdom of crowds is, perhaps, one thing that VRM could incorporate with great success.

Mitch Lieberman (@mjayliebs) put up a nice summary of #vrmcrm2010 tweets through September 1. Here’s the current Twitter search for the tag.

Even though the workshop was well-attended by CRM folks (and some of their customers), I was struck by how widely varied that business actually is. The distinction between CRM and sCRM is but one of very many.

In fact I had already been schooled on this by my old friend Larry Augustin, whom I got to know well back when he was a major force in the Linux community, and now runs SugarCRM. You can’t have a $15 billion (give or take… I still haven’t seen any numbers since 2008) business without a great deal of variation in what is sold to whom, and how it is used.

And, of course, relating to customers is not the sole province of CRM itself. I would bet that most customer-supporting corporate Twitter entities (e.g. @BigCoCares) began as individual efforts within their companies, completely outside those companies’ CRM systems, including call centers. These as a class now qualify as sCRM, I suppose. But in any case, it’s complicated.

So is VRM, of course. It starts from the individual, but can go in many directions after that. Here are a few of my own take-aways, all arguable, of course:

1. You can’t get to VRM from CRM, or even sCRM, any more than you can get to personal from social. But VRM needs to engage both. And both need to engage VRM.
2. You can’t get to VRM from advertising, either. Trying to make VRM from advertising is like trying to make green from red. The closest you’ll get is brown.
3. We have code, and were able to show some off (or at least talk about it), and that was great. Adam Marcus’ talk on r-buttons, while delayed by equipment failings (not his — the classroom’s built-in projection system on Day One was flaky), showed how users and site owners could signal their intentions toward each other with symbols that actually worked. Renee Lloyd unpacked the (very friendly) legal side of that too. Iain Henderson gave a nice forecast of the Personal Data Store (PDS) trials that MyDex will be running in the UK shortly. Phil Windley vetted the work Kynetx is doing with the Kynetx Rules Language (KRL). It also amazed me that, even when the workshop was over, many people stayed late, on a Friday, to see Craig Burton give a quick demonstration of KRL at work. (See the photo series that starts here.) Joe Andrieu didn’t show his code at work, but gave a great talk on how search is more than queries. I could go on, but to sum up: this was a watershed moment for the VRM community.
4. It’s still early. Maybe very early. At the end of the workshop I was asked the What’s Next question. My reply was that it’s great to see a fleet of planes airborne after watching them head down the runway for three years — and that they’re all heading in different directions. Also, they’re not the only planes. Beyond that the future is what we make it, and we’ve still got a lot of making to do.
5. VRM+CRM is a live topic. There was much talk afterward of next steps with workshops, conferences and other kinds of gatherings, in addition to a list for people wanting to follow up with focused conversation. Stay tuned for more on all that.
6. VRM is not just the counterpart of CRM. There are VRM efforts, such as The Mine! Project, that address one-to-one relating outside the scope both of identity systems (from which some VRM efforts originated) and of CRM. These also matter a great deal, and are very close to the heart of VRM’s mission.
7. GRM has mojo going. Two years ago, Britt Blaser was the only GRM guy at that VRM workshop, and had trouble drawing a crowd. This time he brought his own crowd, and drew a bigger one. Very encouraging.
8. I’m still not entirely sure what ProjectVRM should become as it spins out of the Berkman Center. I want it to be lightweight and useful. I’ll be involved, obviously; and we’ll always have a kinship connection with Berkman. Specifics beyond that are forthcoming, probably in the next three weeks.

I’ll think of others, but I’m out of time right now. Please add your own. And thanks again to everybody who participated. It was a great workshop.