Tag: SalesForce

At last, a protocol to connect VRM and CRM


We’ve been waiting a long time for a protocol to connect VRM (customers’ Vendor Relationship Management) with CRM (vendors’ Customer Relationship Management).

Now we have one. It’s called JLINC, and it’s from JLINC Labs. It’s also open source. You’ll find it at Github, here. It’s still early, at v.0.3. So there’s lots of opportunity for developers and constructive hackers of all kinds to get involved.

Specifically, JLINC is a protocol for sharing data protected by the terms under which it is shared, such as those under development by Customer Commons and the Consent and Information Sharing Working Group (CISWG) at Kantara.

The sharing instance is permanently recorded in a distributed ledger (such as a blockchain) so that both sharer and recipient have a permanent record of what was agreed to. Additionally, both parties can build up an aggregated view of their information sharing over time, so they (or their systems) can learn from and optimize it.

The central concept in JLINC is an Information Sharing Agreement (ISA). This allows for—

  1. the schema related to the data being shared so that the data can be understood by the recipient without prior agreement
  2. the terms associated with the data being shared so that they can be understood by the recipient without prior negotiation
  3. the sharing instance, and any subsequent onward sharing under the same terms, to be permanently recorded on a distributed ledger of subsequent use (compliance and analytics)

To test and demonstrate how this works, JLINC built a demonstrator to bring these three scenarios to life. The first one tackled is Intentcasting , a long-awaited promise of VRM. With an Intencast, the customer advertises her intention to buy something, essentially becoming a qualified lead. (Here are all the ProjectVRM blog posts here with the Intentcasting tag.)

Obviously, the customer can’t blab her buying intention out to the whole world, or marketers would swarm her like flies, suck up her exposed data, spam her with offers, and sell or give away her data to countless other parties.

With JLINC, intention data is made available only when the customer’s terms are signed. Those terms specify permitted uses. Here is one such set (written for site visiting, rather than intentcasting):


These say the person’s (first party’s) data is being shared exclusively with the second party (the site), for no limit in time, for the site’s use only, provided the site also obey the customer’s Do Not Track signal. I’m showing it because it lays out one way terms can work in a familiar setting

For JLINC’s intentcasting demonstration, terms were limited to second party use only, and a duration of thirty days. But here’s the important part: the intentcast spoke to a Salesforce CRM system, which was able to—

  1. accept or reject the terms, and
  2. respond to the intentcast with an offer,
  3. while the handshake between the two was recorded in a blockchain both parties could access

This means that JLINC is not only a working protocol, but that there are ways for VRM tools and systems to use JLINC to engage CRM systems. It also means there are countless new development opportunities on both sides, working together or separately.

Here’s another cool thing:  the two biggest CRM companies, Salesforce and Oracle, will hold their big annual gatherings in the next few weeks. This means JLINC and VRM+CRM can be the subjects of both conversation and hacking at either or both events. Specifically, here are the dates:

  1. Oracle’s OpenWorld 2016 will be September 18-22.
  2. Salesforce’s Dreamforce 2016  will be October 4-7.

Both will be at the Moscone Center in San Francisco.

Conveniently, the next VRM Day and IIW will both also happen, as usual, at the end of October:

  1. VRM Day will be October 24.
  2. Internet Identity Workshop (IIW’s XXIIIth) will be October 25-27.

Both will take place at the Computer History Museum, in downtown Silicon Valley. And JLINC, which was launched at the last VRM Day, is sure to be a main topic of discussion, starting at VRM Day and continuing through IIW, which I consider the most leveraged conference in the world, especially for the price.

If all goes well, we’ll have some examples of VRM+(Oracle and/or Salesforce) CRM to show off at Demo Day at IIW.

Love to see other CRM vendors show up too. You listening, SugarCRM? (I spoke about VRM+CRM at SugarCon in 2011. Here’s my deck from that talk. What we lacked then, and since, was a protocol for that “+”. Now we have it. )

Big HT to Iain Henderson of both JLINC Labs and Customer Commons, for guiding this post, as well as conducting the test that showed, hey, it can be done!










CRM & VRM, Figure & Ground

Antagonyms, Social Circles and Chattering about VRM is a deep and helpful piece by Cliff Gerrish on his blog. He starts by visiting and (words that carry dual and opposing meanings) and how context tilts perception and meaning toward one side or another. By example he suggests that Google’s problems with were (at least in part) a result of internal perspective and experience (“Google launched Buzz as a consumer product, but tested it as an enterprise product”). From there he suggests that CRM and VRM also require that we consider perspective and reciprocity:

Meanwhile, introduces Chatter to the enterprise and rolls it out at no extra charge to all employees on the internal network. And while it will start inside the enterprise, Chatter will quickly expand to the boundaries and begin to cross over. From a business perspective, it’ll be used to turbo-charge collaboration and create real-time communication for project teams and business units. But very quickly you’ll see friends sending messages to each other about meeting up for lunch, and a public-personal communications channel will be opened within the enterprise. And the circles will connect and widen from there.

Here are a couple more Contranyms:

clip (attach to) – clip (cut off from)

cleave (to cut apart) – cleave (to seal together)

Salesforce.com calls itself the leader in Customer Relationship Management and Cloud Computing. Chatter may just be the communication medium that ultimately contains both CRM and its opposite number, VRM. Vendor Relationship Management is a reaction to the data toolsets belonging to the enterprise and not to the individual customer.

In a narrow sense, VRM is the reciprocal — the customer side — of CRM (or Customer Relationship Management). VRM tools provide customers with the means to bear their side of the relationship burden. They relieve CRM of the perceived need to “capture,” “acquire,” “lock in,” “manage,” and otherwise employ the language and thinking of slave-owners when dealing with customers. With VRM operating on the customer’s side, CRM systems will no longer be alone in trying to improve the ways companies relate to customers. Customers will be also be involved, as fully empowered participants, rather than as captive followers.

If you were to think about what kind of infrastructure you’d want to run VRM on, Salesforce.com would be ideal. To run the mirror image of CRM, you need the same set of services and scale. The individual Chatter account could be the doorway to a set of VRM services. I can already see developers using the Force.com platform to populate a VRM app store.

Some corporations will attempt to maximize the business value of each individual worker, stripping out all the extraneous human factors. will be erected to keep the outside from the inside, the personal from the business, and the public from the private. But when you put messaging and communications tools into the hands of people they will find ways to talk to each other— about work, life, play, the project, and the joke they just heard at the water cooler.

I’ll need to study Salesforce’s services before I venture opinions about how well they apply on the VRM side. But in the meantime I do think there is an especially appropriate optical illusion for illustrating CRM/VRM reciprocity: the :


As Wikipedia currently puts it,

Rubin’s vase (sometimes known as the Rubin face or the Figure-ground vase) is a famous set of cognitive developed around 1915 by the . They were first introduced at large in Rubin’s two-volume work, the Danish-language Synsoplevede Figurer (“Visual Figures”), which was very well-received; Rubin included a number of examples, like a Maltese cross figure in black and white, but the one that became the most famous was his vase example, perhaps because the Maltese cross one could also be easily interpreted as a black and white beachball.

One can then state as a fundamental principle: When two fields have a common border, and one is seen as and the other as , the immediate perceptual experience is characterized by a shaping effect which emerges from the common border of the fields and which operates only on one field or operates more strongly on one than on the other.

Says Rubin (in Synsoplevede Figurer, 1915),

One can then state as a fundamental principle: When two fields have a common border, and one is seen as and the other as , the immediate perceptual experience is characterized by a shaping effect which emerges from the common border of the fields and which operates only on one field or operates more strongly on one than on the other.

Over the next century Rubin’s vase illusion has more commonly been illustrated with a wine glass between two faces (perhaps because we’re drinking more and arranging flowers less):

I think this imagery does a better job of illustrating the figure-ground distinctions of CRM and VRM. I suggest that CRM sees the wine glass (from which they might drink from the wealth of well-managed relationships with customers), while VRM sees two faces that represent one-to-one interactions between equals.

After CRM and VRM come to be working well together, vendors and customers will still have their own tilted perspectives — one’s figure will be the other’s ground — but both will be fully present.

As of today that’s not the case. CRM is a multi-$billion industry, while VRM is just getting started. Perhaps, by thinking about CRM from a VRM perspective (and vice versa), we can build out tools and solutions better, and faster.

What’s completely screwed about this picture

So I got an email today from Forbes, with the subject “You are Important to Us”. It says this:

Dear Subscriber:

Forbes values you as a customer and your opinions are very important to us.  We are conducting a study and would like to include your opinions.

The survey will take about 10 minutes to complete and we think you’ll find it interesting and enjoyable. Your responses will be used for research purposes only and will be held in the strictest confidence.

Simply click on the link below to visit our survey.

Click here to take the survey [The link goes to a long address that begins http://forbes.puresendmail.com/print.]

Again, we thank you so much for participation.


Bruce Rogers, Chief Brand Officer – Forbes

You are receiving this email because you registered at Forbes.com LLC. and signed up to receive third party emails To manage your preferences or change your delivery address, please click here.

You may also email your opt-out request to  privacy at forbes.net or send your request in the mail directly to:

 Forbes.com LLC

Attn: Privacy Administrator
90 5th Ave. 6th Floor
New York, NY 10011

To review our privacy policy click here.

Copyright 2008 Forbes.com LLC TM

I thought, “Hey, I’m busy, but I like Forbes, and I’m inclined to cooperate, even if I hate most surveys and would rather relate to Forbes in a less one-sided and impersonal way. So I punched on “Click here to take the survey”.

The first step was one that asked me what my title was. I have several, but none of them are from the lexicon of corporate hierarchies. So, next to “other” I wrote “fellow”. Because that’s what I am, here at the Berkman Center. (I’m also Senior Editor of Linux Journal and President of my own small company, but I went with “fellow” because I get Forbes where I live near Berkman and not at my home office in California.)

The first survey page told me the thing would take about ten minutes. That’s a lot, but I thought, “Okay, I’m still game. Let’s see how fast we can make this.”

It was over in one second. Or however long it took for the survey server to send me to a page with the title “Thank You – InsightExpress.com“. Its entire contents were this:

Return to Your Originating Web Page

I hit the back button and it went nowhere. Then I clicked on the address in the email. That timed out. So did I.

This is the point at which one might be tempted to write to Bruce Rogers or the nameless  Privacy Administrator, but Forbes has gone out of its way here to avoid human contact (no email address for Bruce, a surface mail address for ATT:Privacy Administrator — both of which scream “WE ARE AVOIDING YOU. PLEASE COOPERATE.) But that would be weak and supplicating, and I have no interest in being either. I’d rather be the good Forbes subscriber that I’ve been for years and attempt to make constructive human contact instead.

I’ll do that three ways. First is with the headline above, plus links and other bait that might get the attention of Bruce Rogers or one of his factota. [Note: I posted this at 1:12pm, and Bruce responded personally at 1:56. Well done!] Second is with an email to some folks I know at Forbes. Third, and most importantly, I’ll try to explain the VRM angle on this.

VRM is Vendor Relationship Management. It’s how customers manage relationships with vendors. (Or with other individuals, or with organizations of any kind — such as churches or governments.)

Most vendors are familiar with CRM, for Customer Relationship Management. I can’t tell if a CRM system was involved in this little exchange, but a failure of this kind is certainly within the scope of CRM’s concerns. (To visit those, check out the CRM sites for SAP, Oracle, SalesForce, Amdocs and Microsoft, which are the top four companies in an $8+ billion business.)

Right now VRM is a $0 billion business. But in the long run it’ll be big, and it’ll improve the CRM business along with it, because it’ll give CRM something more substantial than mailing addresses to relate to.

A number of development communities are working on VRM solutions right now, but rather than talk about those I’ll just say what I’d like here. Not from Forbes, but from VRM developers. If Forbes or any CRM companies want to help with that, cool.

I would like a simple dashboard that tells me what I’m subscribed to and what I’m not — both for print publications such as Forbes and for email subscriptions of every kind. I would like to have global preferences that would govern how I relate to each of those publishers, and how they relate to me. For example, I would like to throw a switch that says “No” to all third party mailings, both to my font door and to my email addresses. When I establish a relationship with a new publisher, or publication, or supplier of any kind, I would like them all to know, as a matter of policy, that I don’t want them to waste their time, money and server cycles by sending me junk mail of any kind. And that I don’t appreciate having my own bandwidth, cycles, disk space, rods, cones and time wasted dealing with any of it. I might give a global or selective thumbs up to surveys, provided I also have a standard way to send error messages and other feedback to survey sources.

On the positive side, I would also like to open conduits through which productive interaction could take place with the publishers, authors and circulation officials whose “content” I pay to get. (And even those that I don’t pay.) I would like a simple, straightforward, universally understandable way to do this, across all “content providers”, so I don’t have to relate only inside each provider’s silo. (By the way, we’re already working on change-of-address, to pick just one subcategory of subscriber-publisher interaction that can be a pain in the butt for everybody. That last link is a working draft, by the way. More work is happening off-wiki.)

That’s just one part of what we’re doing at ProjectVRM. But it’s one I’d like the “content providers” and CRM folks out there to know about. Because it’s going to happen anyway, and I’d suggest getting interested, and perhaps also involved, sooner rather than later.

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