Category: Companies (page 1 of 10)

First we take Oz

Sydneydoc 017-018_combined_medAustralia’s privacy principles are among the few in the world that require organizations to give individuals personal information gathered about them.* This opens the path to proving that we can do more with our own data than anybody else can.

Estimating the size of the personal data management business is like figuring the size of the market for talking or driving. (Note: we can also do more with those than companies can.)

Starting us down this path is  Ben Grubb (@BenGrubb) of the Sydney Morning Herald. Ben requested personal data held by the Australian telco giant Telstra, and found himself in a big fightwhich he won. (Here’s the decision. Telstra is appealing, but they’re still gonna lose.)

Bravo to Ben — not just for whupping a giant, but for showing a path forward for individual empowerment in the marketplace. Thanks to Australia’s privacy principles, and Ben’s illustrative case, the yellow brick road to the VRM future is widest in Oz.

Here (and in New Zealand) we not only have lots of VRM developers (Flamingo, Fourth Party, Geddup, Meeco, MyWave, OneExus, Welcomer and others I’ll insulting by not listing yet), but legal easement toward proving that individuals can do the more with their own data than can the companies that follow us. And proving as well that individuals managing their own data will be good for those companies as well. The data they get will be richer, more accurate,  more contextual, and more useful.

This challenge is not new. It’s as old as our species. The biggest tech revolutions have always been inventions individuals could put to the best use:

  • Stone tools
  • Weaving
  • Smithing
  • Musical instruments
  • Hand-held hunting and fighting tools
  • Automobiles
  • PCs
  • The Internet (which is a node-to-node invention, not an advanced phone or cable company, even though we pay those things for access to it)
  • Mobile phones and tablets
  • Movable type (which would be nowhere without individual authors — and writing tools in the hands of those authors)

There should be symbiosis here. There are things big organizations do best, and things individuals do best. And much that both do best when they work together.

Look at cars, which are a VRM technology: we use them to get around the marketplace, and to help us do business with many companies. They give us ways to be both independent and engaging. But companies don’t drive them. We do. Companies provide parking lots, garages, drive-up windows and other conveniences for drivers. Symbiosis.

So, while Telstra is great at building and managing communication infrastructure and services, its customers will be great at doing useful stuff with the kind of data Ben requested, such as locations, calls and texts — especially after customers get easy-to-use tools and services that help them work as points of integration for their own data, and managers of what gets done with it. There are many VRM developers working toward that purpose, around the world, And many more that will come once they smell the opportunities.

These opportunities are only apparent when you look at the market through your own eyes as a sovereign human being. The same opportunities are mostly invisible when you look at the market from the eye at the top of the industrial pyramid.

Bonus links:


* My understanding is that privacy principles such as the OECD’s and Ontario’s provide guidance but not the full force of law, or means of enforcement. Australia’s differ because they have teeth. See the Determination on page 36 of the Privacy Commissioner’s investigation and decision. Canada’s also has teeth. See the list of orders issued in Ontario. If there are other examples of decisions like this one, anywhere in the world, please let us know.

Of vaults and honey pots

Personal Blackbox (pbb.me) is a new #VRM company — or so I gather, based on what they say they offer to users: “CONTROL YOUR DATA & UNLOCK ITS VALUE.”

So you’ll find them listed now on our developers list.

Here is the rest of the text on their index page:

pbbWheel

PBB is a technology platform that gives you control of the data you produce every day.

PBB lets you gain insights into your own behaviors, and make money when you choose to give companies access to your data. The result? A new and meaningful relationship between you and your brands.

At PBB, we believe people have a right to own their data and unlock its benefits without loss of privacy, control and value. That’s why we created the Personal Data Independence Trust. Take a look and learn more about how you can own your data and its benefits.

In the meantime we are hard at work to provide you a service and a company that will make a difference. Join us to participate and we will keep you posted when we are ready to launch.

That graphic, and what seems to be said between the lines, tells me Personal Blackbox’s customers are marketers, not users.  And, as we so often hear, “If the service is free, you’re the product being sold.”

But, between the last paragraph and this one, I ran into Patrick Deegan, the Chief Technology Officer of Personal Blackbox, at the PDNYC meetup. When I asked him if the company’s customers are marketers, he said no — and that PBB (as it’s known) is doing something much different that’s not fully explained by the graphic and text above, and is tied with the Personal Data Independence Trust, about which not much is said at the link to it. (At least not yet. Keep checking back.) So I’ll withhold judgement about it until I know more, and instead pivot to the subject of VRM business models, which that graphic brings up for me.

I see two broad ones, which I’ll call vault and honey pot.

The vault model gives the individual full control over their personal data and what’s done with it, which could be anything, for any purpose. That data primarily has use value rather than sale value.

The honey pot model also gives the individual control over their personal data, but mostly toward providing a way to derive sale value for that data (or something similar, such as bargains and offers from marketers).

The context for the vault model is the individual’s whole life, and selective sharing of data with others.

The context for the honey pot model is the marketplace for qualified leads.

The vault model goes after the whole world of individuals. Being customers, or consumers, is just one of the many roles we play in that world. Who we are and what we do — embodied in our data — is infinitely larger that what’s valuable to marketers. But there’s not much money in that yet.

But there is in the honey pot model, at least for now. Simply put, the path to market success is a lot faster in the short run if you find new ways to help sellers sell.  $zillions are being spent on that, all the time. (Just look at the advertising coming along with that last link, to a search).

FWIW, I think the heart of VRM is in the vault model. But we have a big tent here, and many paths to explore. (And many metaphors to mix.)

How Staples can make things easy for real

Staples likes to make things easy. s0105150_sc7Or so their button says.

But rebates in general are hard — on both the store and the customer. And at that Staples is no exception.

For example, yesterday at a Staples store I bought a couple reams of Staples paper for our printer. I probably would have bought the Staples brand anyway, simply because it’s cheaper. But I also couldn’t ignore the after-rebate price: $1.50 less for each ream, or $3.00 total. So I asked at the cash register if what I paid included the rebate. No, I was told. The rebate is in the electronic receipt I’d get by email. I could send in for the rebate online after getting the email.

When I got home the receipt was waiting in my email inbox. Among many other promotions in the email, it said this about my rebate:

Screen Shot 2015-04-02 at 12.18.33 AM

When I clicked on the link I got to this:

Screen Shot 2015-04-02 at 12.19.34 AM

When I clicked on “SELECT FORM” I got this:

Screen Shot 2015-04-02 at 12.22.06 AM

For $3, fulling out something like that, and mailing it in, is worse than a waste. So I clicked on the “right here” link, which led me here:

Screen Shot 2015-04-02 at 12.24.13 AM

So I clicked on the center one. That got me here:

Screen Shot 2015-04-02 at 12.26.49 AM

So: what was the Easy Rebate ID? All I saw, so far, was a “Rebate offer number,” on the email and back at the page that the email link brought up. So I entered it in the form and hit “NEXT.” That got me this:

Screen Shot 2015-04-02 at 12.29.23 AM

After going “Hmmm… ” I scrolled down and saw this:

Screen Shot 2015-04-02 at 12.31.45 AM

Sure enough, at the bottom of the very long email with the rebate jive on it, was this:

Mail Attachment

I entered that number, and it worked.  Hitting “NEXT” then took me here:

Screen Shot 2015-04-02 at 12.37.02 AM

When I clicked on NEXT again, I got to a page where I could register for a rebate account (by filling out a form that mined way too much personal information) or sign in. I have a Staples loyalty account; so, hoping that this might also be the rebate account, I hit “Sign in.”

I would show you the page this went to, if I could have copied it. But I couldn’t. The page had the same “Staples Easy Rebates” header, and under it just two words: “Error occurred.” When I paged down to see if there was more, the page disappeared and I was delivered back to Square Zero: the “Welcome to the Staples Rebate Center” page.

Since everything I already entered was lost, and I had no faith that entering it again would yield a different result, I gave up.

In retail parlance, this is called “breakage.” Within rebate systems, some level of breakage is a virtue. You (the retailer) don’t want everybody getting a rebate. You want as few people as possible asking for the rebate, and as few as possible succeeding at navigating an intentionally complicated series of required steps for getting the rebate. Most customers know this, of course, but every once in awhile some of us want to see if we get lucky.

This is not a good “customer experience.”In what marketers love to call “the customer journey,” it’s a wasteful and annoying side trip to an outer circle of retail hell.

So here’s a message from one customer to every retailer running a rebate program:

Any system that rationalizes breakage as a virtue is broken itself, for the simple reason that it pisses off customers. And if you want to piss off any percentage of customers — even good ones — some of the time, your whole store is broken.

So here’s a bottom line I invite Staples to consider:

Rebates save money if your time has no value. This principle applies equally to customers and companies offering rebates.

As a loyal customer of Staples — a company I’ve always liked (partly because of the “easy” promise, which they’ve been making for many years — my advice is to calculate all the overhead involved in all the promotional gimmickry used to drive sales and “loyalty” that isn’t. Include time wasted at the cash register every time the employee has to ask for a loyalty card  or a phone number to recover the customer’s account, and to explain how a rebate works, plus other extraneous bullshit that has that takes time and incurs labor costs for purposes that have nothing to do with why the customer is standing at the checkout counter, just wanting to pay for goods and  get the hell out of the store. Also include the inconvenience to the customer of having to carry around a card, and the corresponding administrative overhead required to manage all this complicated work, and the computing and network technology required to sustain it (and how that gets broken too). Multiply those by all the employees and customers inconvenienced by it. Then add all of it up. Be real about what percentage of your total overhead it accounts for. Remember to include the real costs to customer loyalty of pissing some of them off on purpose.

Then kill the whole thing and subtract the savings from the prices of the goods in the store. Publicize it. Hey, hold a public execution of all the added-up costs to company and customers. Talk about it as real savings, which it is. Publish papers and place editorials explaining why you’re done with the game of kidding yourselves and your customers. I know plenty of good PR firms that would be glad to help you out with this — and maybe even cut you a deal, because they’re tired of bullshitting too.

In Silicon Valley they call this “disruption.” It’s a great way to stand out, and to reposition both Staples and all of retailing.

And your customers will love it.

Don’t trust me on this. Trust  Trader Joe’s. They don’t have a loyalty program, rebates or any other gimmicks. They never have discount prices. They don’t keep any data on any customers, because they don’t want the overhead, or to complicate anybody’s life. Their marketing research — no kidding — consists of this: talking to customers. That’s it. And what’s the result? Customers love them.*

Now you might say, “Yes, but Trader Joe’s is a special case. So are companies like Apple — another company customers seem to love. They only sell their own private label goods. They don’t operate in the world of co-op advertising, dealer premiums, display allowances, buyback allowances, push money, spiffs, forward buying, variable trade spending and trade deals, manufacturer coupons and all the other variables that retailers like Staples, which carry goods from hundreds of different suppliers, need to deal with constantly. And what about customers constantly hunting bargains, and comparison shopping? They want deals, and we have to compete for them.”

Sure. But why make it more complicated than it has to be?

If you really want to make things easy, for yourself and your customers, kill the bullshit. Be the no-bullshit company. Nothing would make you stand out more.

Nothing is easier, for everybody in retailing, than no bullshit at all. Or more rewarding, because customers appreciate absent bullshit at least as much as they appreciate present bargains. Especially bargains that come with labor costs — for them.

Source: The Intention Economy, pp. 223-228.

Preparing for the 3D/VR future

Look in the direction that meerkatMeerkat and periscopeappPeriscope both point.

If you’ve witnessed the output of either, several things become clear about their evolutionary path:

  1. Stereo sound is coming. So is binaural sound, with its you-are-there qualities.
  2. 3D will come too, of course, especially as mobile devices start to include two microphones and two cameras.
  3. The end state of both those developments is VR, or virtual reality. At least on the receiving end.

The production end is a different animal. Or herd of animals, eventually. Expect professional gear from all the usual sources, showing up at CES starting next year and on store shelves shortly thereafter. Walking around like a dork holding a mobile in front of you will look in 2018 like holding a dial-phone handset to your head looks today.

I expect the most handy way to produce 3D and VR streams will be with  glasses like these:

srlzglasses

(That’s my placeholder design, which is in the public domain. That’s so it has no IP drag, other than whatever submarine patents already exist, and I am sure there are some.)

Now pause to dig @ctrlzee‘s Fast Company report on Facebook’s 10-year plan to trap us inside The Matrix. How long before Facebook buys Meerkat and builds it into Occulus Rift? Or buys Twitter, just to get Periscope and do the same?

Whatever else happens, the rights clearing question gets very personal. Do you want to be broadcast and/or recorded by others or not? What are the social and device protocols for that? (The VRM dev community has designed one for the glasses above. See the ⊂ ⊃ in the glasses? That’s one. Each corner light is another.)

We should start zero-basing the answers today, while the inevitable is in sight but isn’t here yet. Empathy is the first requirement. (Take the time to dig Dave Winer’s 12-minute podcast on the topic. It matters.) Getting permission is another.

As for the relevance of standing law, almost none of it applies at the technical level. Simply put, all copyright laws were created in times when digital life was unimaginable (e.g. Stature of Anne, ASCAP), barely known (Act of 1976), or highly feared (WIPO, CTEA, DMCA).

How would we write new laws for an age that has barely started? Or why start with laws at all? (Nearly all regulation protects yesterday from last Thursday. And too often its crafted by know-nothings.)

We’ve only been living the networked life since graphical browsers and ISPs arrived in the mid-90’s. Meanwhile we’ve had thousands of years to develop civilization in the physical world. Which means that, relatively speaking, networked life is Eden. It’s brand new here, and we’re all naked. That’s why it’s so easy anybody to see everything about us online.

How will we create the digital equivalents of the privacy technologies we call clothing and shelter? Is the first answer a technical one, a policy one, or both? Which should come first? (In Europe and Australia, policy already has.)

Protecting the need for artists to make money is part of the picture. But it’s not the only part. And laws are only one way to protect artists, or anybody.

Manners come first, and we barely have those yet, if at all. None of the big companies that currently dominate our digital lives have fully thought out how to protect anybody’s privacy. Those that come closest are ones we pay directly, and are financially accountable to us.

Apple, for example, is doing more and more to isolate personal data to spaces the individual controls and the company can’t see. Google and Facebook both seem to regard personal privacy as a bug in online life, rather than a feature of it. (Note that, at least for their most popular services, we pay those two companies nothing. We are mere consumers whose lives are sold to the company’s actual customers, which are advertisers.)

Bottom line: the legal slate is covered in chalk, but the technical one is close to clean. What do we want to write there?

We’ll be talking about this, and many other things, at VRM Day (6 April) and IIW (7-9 April) in the Computer History Museum in downtown Silicon Valley (101 & Shoreline, Mountain View).

The most important event, ever

IIW XXIIW_XX_logothe 20th IIW — comes at a critical inflection point in the history of VRM. If you’re looking for a point of leverage on the future of customer liberation, independence and empowerment, this is it. Wall Street-sized companies around the world are beginning to grok what Main Street ones have always known: customers aren’t just “targets” to be “acquired,” “managed,” “controlled” and “locked in.” In other words, Cluetrain was right when it said this, in 1999:

if you only have time for one clue this year, this is the one to get…

Now it is finally becoming clear that free customers are more valuable than captive ones: to themselves, to the companies they deal with, and to the marketplace.

But how, exactly? That’s what we’ll be working on at IIW, which runs from April 7 to 9 at the Computer History Museum, in the heart of Silicon Valley: the best venue ever created for a get-stuff-done unconference. Focusing our work is a VRM maturity framework that gives every company, analyst and journalist a list of VRM competencies, and every VRM developer a context in which to show which of those competencies they provide, and how far along they are along the maturity path. This will start paving the paths along which individuals, tool and service providers and corporate systems (e.g. CRM) can finally begin to fit their pieces together. It will also help legitimize VRM as a category. If you have a VRM or related company, now is the time to jump in and participate in the conversation. Literally. Here are some of the VRM topics and technology categories that we’ll be talking about, and placing in context in the VRM maturity framework:

The answer is #CFT: Clouds For Things

My last post asked, How do you maximize the help that companies and customers give each other? My short answer is in the headline above. Let me explain.

The house where I’m a guest in London has clouds for all its appliances. All the clouds are physical. Here they are:

House cloud

Here is a closer look at some of them:

House cloud closeup

Each envelope contains installation and instruction manuals, warranty information and other useful stuff. For example, today I used an instruction manual to puzzle out what these symbols on the kitchen’s built-in microwave oven mean:

knob

Now let’s say I didn’t have the directions handy. How would I find them? Obviously, on the Web, right? I mean, you’d think.

So I went to the site of Atag, the oven’s maker.  From eyeballing the microwave, I gathered that the one in the kitchen is  this one: the Combi-Microwave MA4211B. On the Atag website I found it buried in Kitchen Appliances —> Collection —> Microwaves, where it might also be the MA4211A or MA4211T. Hard to tell. Directions for its use appeared to be under Quality and Service —> Visit ATAG Service Support. There I found this:

atagservice

When I clicked on “Download the User Manual,” I got this:

atagusermanual

For “type number” I guessed MA4211B, entered it in the search field and got this:

atagresults

I got the same results clicking on both:

atagdownloadchoice

Nothing actually downloaded, and the Acrobat Reader information was useless to me. So I clicked on “No.” That got me this:

atagfail

I then hit “I want to stop.” That looped me back to the search panel, three screenshots up from here.

In other words, a complete fail. Since the copyright notice is dated 2007 — eight years ago — I assume this fail is a fossil.

There are three reasons for this fail, and why its endemic to the entire service industry:

  1. The company bears the full burden of customer service.
  2. Every company serves customers differently.
  3. There is no single standard or normalized way for companies and customers to inform each other online.

What’s missing is a way to give customers scale — for the good of both themselves and the companies they deal with. Customers have scale with cash, credit cards, telephony, email and many other tools and systems. But not yet with a mechanism for connecting to any company and exchanging useful information in a standard way.

We’ve  been moving in that direction in the VRM development community, by working on personal data services, stores, lockers, vaults and clouds. Those are all important and essential efforts, but they have not yet converged around common standards, protocols and customer experiences. Hence, scale awaits. What this house models, with its easily-accessed envelopes for every appliance, is a kind of scale: a simple and standardized way of dealing with many different suppliers — a way that is the customer’s own.

Now let’s imagine a simple  digital container for each appliance’s information: its own cloud. In form and use, it would be as simple and standard as a file folder. It would arrive along with the product, belong to the customer*, and live in the customer’s own personal data service, store, locker, vault, cloud or old-fashioned hard drive.  Or, customers could create them for themselves, just like the owner of the house created those file folders for every appliance. Put on the Net, each appliance  would join the Internet of Things, without requiring any native intelligence on the things themselves.

There, on the Net, companies could send product updates and notifications directly into the clouds of each customer’s things. And customers could file suggestions for product improvements, along with occasional service requests.

This would make every product’s cloud a relationship platform: a conduit though which the long-held dreams of constant product improvement and maximized customer service can come true.

Neither of those dreams can come true as long as every product maker bears the full responsibility for intelligence gathering and customer support — and does those  differently than every other company. The only way they can come true is if the customers and their things have one set of standard ways to stay in touch and help each other. That’s what clouds for things will do. I see no other way.

So let’s get down to it, starting with a meme/hashtag representing Clouds For Things : #CFT.

Next, #VRM developers old and new need to gather around standard code, practices and protocols that can make #CFT take off.  Right now the big boys are sucking at that, building feudal fiefdoms that give us the AOL/Compuserve/Prodigy of things, rather than the Internet of Things.  For the whole story on this mess, read Bruce Sterling‘s e-book/essay The Epic Struggle for the Internet of Things, or the chunks of it at BoingBoing and in this piece I wrote here for Linux Journal.

We have a perfect venue for doing the Good Work required for both IoT and CFT — with IIW, which is coming up early this spring: 7-9 April. It’s an inexpensive unconference in the heart of Silicon Valley, with no speakers or panels. It’s all breakouts, where participants choose the topics and work gets done. Register here.

We also have a lot of thinking and working already underway. The best documented work, I believe, is by Phil Windley (who calls CFTs picos, for persistent compute objects). His operating system for picos is CloudOS. His holdings-forth on personal clouds are here. It’s all a good basis, but it doesn’t need to be the only one.

What matters is that #CFT is a $trillion market opportunity. Let’s grab it.

* I just added this, because I can see from Johannes Ernst’s post here that I didn’t make it clear enough.

 

 

 

 

 

How do you maximize the help that companies and customers give each other?

I’m not talking just about what companies and customers learn from each other through the sales, service and surveys — the Three S’s. Nor am I talking only about improving the “customer experience,” (a topic that has been buzzing upward over the last few years). I’m talking about how companies and customers help each other out. I mean really help. Constantly.

One way, of course, is by talking to each other. There are exemplars of this. Among big companies, Apple leads the way, gathering intelligence though its responsive call center and the Genius bars at its retail stores. Among small companies, my favorite example is Ting, a U.S. mobile phone carrier.  According to Consumer Reports, Ting is tops in customer satisfaction, while Sprint is dead last. Here’s what’s interesting about that: Ting runs on the Sprint network. Meaning the actual performance of the network is the same for both. This gives us a kind of a controlled study: one network, two vastly different levels of customer satisfaction. Here are two reasons for that difference:

  1. Ting’s offerings are simple. They have rates, not plans. You only pay for what you use. That’s it. And usage is low in cost. Sprint, Verizon and AT&T, on the other hand, all comprise a confusopoly. They offer complex, confusing and changing plans, on purpose. In confusopolies, the cognitive overhead for both companies and customers is high. So are marketing, operational and administrative overheads. That’s why they are all more expensive than Ting, and unloved as well — even as, no doubt, they have CRM systems that pay close attention to the customer service performance of their website and call center.
  2. Ting actually talks to customers. They are fanatical about person-to-person service, which means both sides learn from each other. Directly. Ting’s products and services are constantly improved by intelligence coming directly from customers. And customers can sense it. Directly.

Now, what about the times when you and the company are not talking to each other? For example, when you just want something to work, or to work better?. Or when you think of a way a product or a service can be improved somehow, but don’t want to go through the hassle of trying to get in touch with the company?

I answer that in the next post.

A @United #VRM story with a happy ending

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

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

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

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

Then I went on Twitter and started this exchange:

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

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

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

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

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

I had the same good luck at Heathrow.

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

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

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

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

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

On its 10th Anniversary, Firefox gets even more VRooMy

I just upgraded Firefox from 33.0.1 to 33.1 — the 10th Anniversary edition. When it came up, I was greeted by welcome notes and a tour that begins with this:

Firefox screen shot

Nice!

And that’s just one of the new privacy-respecting goodies that come with the latest version. watch this video:

Firefox-choose-independent

Here’s the script (with a different voice for each line), which I just transcribed:

Who owns the Internet?

The answer is no one.

The answer is everyone.

Which is why thousands of volunteers around the globe give  their time and talent

To create an Internet experience that’s owned by everyone.

And  doesn’t own you.

Where your information isn’t being bought and sold.

Where power is in your hands.

Not in a corporate database.

That’s why ten years ago we created Firefox.

Nonprofit. Non-corporate. Non-compromised.

Choosing Firefox isn’t just choosing a browser.

It’s a vote for personal freedom.

It’s how we keep your independence online burning bright.

ProjectVRM has been about two things from the start: engagement and independence. All browsers are tools for engagement. But only one stands for independence.  Hat’s off to the Mozilla and Firefox teams for standing on the side of everybody. And happy 10th anniversary.

Bonus link: a search for more on Firefox v.33.1.

What would a VRM social network be?

The Big Bang of Social Networking 128px-Emoji_u1f4c7.svgis a piece by Jim Dwyer in The New York Times that will likely be a subject of a session today or tomorrow at IIW. So here are a few thoughts of my toward that discussion…

  1. All of us had social networks before Facebook, Diaspora and Ello existed. We still do. They’re in our heads, hearts, contact lists and address books.
  2. Facebook, Diaspora* and Ello are silo’d commercial services. They do serve many social purposes, of course, and a few very well, or they wouldn’t be so popular.
  3. If we want real social networks online, we need to start with our own genuine personal ones.
  4. To be VRM, they need to support independence and engagement. They should also be substitutable in the same way that, say, browsers and email apps and services are substitutable.

It is essential to start outside the box of thinking that says everything needs to be a service. Inside that box we risk thinking only of other calf-cow solutions to calf-cow problems.

Facebook and Ello are both cows. Even though one doesn’t advertise at us, we’re still calves in its fenced farm.

Unless, of course, we can take our social graphs away with us, to use on our own, or with some substitutable service.

VRM social network solutions to the problems of calf-cow designs need to be first person technologies. At that link, I explain,

Only a person can use the pronouns  “I,” “me,” “my” and “mine.” Likewise, only a person can use tools such as screwdrivers, eyeglasses and pencils. Those things are all first person technologies. They were invented for individual persons to use.

I suggest we start with address books and calendars. Those could not be more personal, yet more social. And, far as I know, nobody has yet done them in a way that’s useful for scaffolding the successor to Facebook on top of them. But that shouldn’t stop us.

* [Later…] This was a copy/paste/rush error.  In fact Diaspora is quite VRooMy. The Wikipedia  entry makes that clear.

 

 

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