Category: VRM (page 1 of 20)

Declaration of Customer Independence

I published one of these five years ago, way ahead of its time, which I believe has now come. (Evidence:  @BenGrubb‘s victory over Telstra.*)

So here we go again:

Declaration

We hold these truths to be self-evident: that all customers are born free, that they are endowed by their creator with innate abilities to relate, to converse and and to transact — on their own terms, and in their own ways. When sellers have labored long and hard to restrict those freedoms, and to ignore and insult the capacities enjoyed naturally by customers — by speaking, for example, of “targeting,” “capturing,” “acquiring,” “retaining,” “managing,” “locking in” and “owning” customers as if they were slaves  — and when sellers work to inconvenience customers to the exclusive benefit of sellers themselves, for example through “loyalty programs” that require customers to carry around cards that thicken’ wallets and slow checkout in stores, it is the right of customers to obsolete the coercive systems to which both sellers and customers have become accustomed. We do this by providing ourselves with new tools for leveraging our native human powers, for the good of ourselves and sellers alike.

We therefore resolve to construct relationships in which we, the customers, control our own data, hold rights to metadata about ourselves, express loyalty at our own grace, deal in common and standard ways with all sellers and other second and third parties, protect our private persons and spaces, assert fair terms and means of engagement that work in mutually constructive ways for both ourselves and the other parties we engage, for the good of all.

We make this Declaration as free and independent persons, each with full agency, ready to form agreements, make choices, assert commitments, transact business, and otherwise function in the free and open environment we call The Marketplace.

To this we pledge our lives, our fortunes, and our precious time and attention.

Comments and improvements welcome.

*Read the whole thing. It matters. Hugely.

By the way, I’ll be in New Zealand and Australia the week after next, keynoting Identity 2015 in Wellington and Customer Tech X in Melbourne, where I will also be on a number of panels. I’ll also be in Sydney for one day before heading back. Hope I can also hook up with some  of the growing number of VRM companies there. There are many on the VRM Developers List. (More on a separate post later.)

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.)

Toward VRooMy privacy policies

Canofworms1In The nightmare of easy and simple, T.Rob unpacks the can of worms that is:

  1. one company’s privacy policy,
  2. provided by another company’s automatic privacy policy generating system, which is
  3. hosted at that other company, and binds you to their privacy policy, which binds you to
  4. three other companies’ privacy policies, none of which assure you of any privacy, really. Then,
  5. the last of these is Google’s, which “is basically summed up as ‘we own your ass'” — and worse.

The company was GeniCan — a “smart garbage can” in the midst of being crowdfunded. GeniCan, like so many other connected devices, lives in the Internet of Things, or IoT. After exploring some of the many ways that IoT is already FUBAR in the privacy realm, T.Rob offers some constructive help:

The VRM Version
There is a possible version of this device that I’d actually use.  It would be the one with the VRM-ypersonal cloud architecture.  How does that work?  Same architecture I described in San Francisco:

  • The device emits signed data over pub/sub so that secondary and tertiary recipients of data can trust it.

  • By default, the device talks to the vendor’s service so users don’t need any other service or device to make it work.

  • The device can be configured to talk to a service of the user’s choosing instead of, or in addition to that of the manufacturer.

  • The device API is open.

Since privacy policy writing for IoT is pretty much a wide-open greenfield, that provides a helpful starting point. It will be good to see who picks up on it, and how.

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:

Designing the VRM future at IIW

A veteran VRooMeriiwxx tells me a design fiction would be a fun challenge for VRM Day and IIW (which will run from April 6-9 at the Computer History Museum in Mountain View, CA).

He describes one as “basically a way of peeking into the near future by demonstrating an imaginary product that doesn’t exist, but could. For example, instead of talking about a possible VRM product, one instead would create a marketing brochure, screen mockups or a fake video advertisement for this imaginary product as a way to help others understand where the world is headed and possibly even further the underlying technologies or driving concepts.”

Coincidentally, the subject of VRM Day (and a focus for the three days that will follow at IIW) is a maturity model framework that will provide every VRM developer the same single sheet (or set of them) on which to show where they stand in developing VRM capabilities into their company, product, code base or whatever else they’re working on. Work has already started on it, and those doing the work will present a first draft of it on VRM Day.

You know the old saying, “all singing from the same song sheet”? The VRM maturity model framework is it. Think of it as a musical score that is starting to be written, for an orchestra will come together. When we’re done with this round, we’ll at least know what the score describes, and give the players of different instruments enough of a framework so they know where they, and everybody else, fits.

By the end of IIW, it should be ready to do several things:

  1. Provide analysts with a single framework for understanding all VRM developers and development, and the coherencies among them.
  2. Give VRM developers a way to see how their work complements and/or competes with other VRM work that’s going on — and guide future developments.
  3. Give each developer a document to use for their own internal and external purposes.
  4. Give CRM, CE. CX and other vendor-side systems a clear picture of what pieces in the VRM development community will connect with their systems, and how, so buyer-side and seller-side systems can finally connect and grow together.

While we do this, it might also be fun to work out a design fiction as a summary document or video. What would the complete VRM solution (which will surely be a collection of them) look like? How would we present it as a single thing?

All of this is food for thinking and re-thinking. Suggestions invited.

VRM Day and IIW XX

The most important weeks on the VRM calendar are those when IIW — the Internet Identity Workshop — takes place. There are two per year, in Spring and Fall, and they are hosted by Kaliya Hamlin,  Phil Windley and myself at the Computer History Museum in Silicon Valley.

The next is April 7-9. Leading into it is VRM Day, which is on April 6.

IIW is an unconference, which means there are no speakers or panels, and sponsors (which we appreciate hugely) just cover our meals, snacks and barista. All the topics of the workshop are vetted and posted the start of each of IIW’s three days, and every topic is discussed in breakout sessions spread across the venue’s many rooms and tables.

IIW is ideal for pushing topics and dev work forward. VRM has many topics, of course: intentcasting, personal data management (aka clouds, vaults, lockers, stores, services, etc.), VRM-meets-CRM (including CX, CE and other two- and three-letter acronyms), IoT, intelligent assistants, the Indie Web (and indie everything), emerging and wannabe standards and shared code bases, and all the other kinds of things listed on the ProjectVRM wiki development page.

This next one will be our XXth. All of them are important, but this one will be especially so, because we will be sorting out how various VRM projects fit together, compete, support each other, and engage systems on the big vendor and enterprise side.

In fact that topic will be the main focus of VRM Day, where we will vet a VRM framework document based on a maturity model that will give everybody a way to show how far along they are in different development areas.

This is the document VRM developers will share with analysts, enterprises and big vendors who need to know how real VRM is becoming, and who plays what roles in the emerging market space.

Here is the link to register for VRM Day.

And here is the one for IIW XX.

Look forward to seeing you there.

Up next: a master app to give customers scale

Businesses love to say “the customer comes first,” “the customer is in charge” and that they need to “let the customer lead.” But for those things to happen, the customer customer needs to actually have the ability to do all three:  to come first, to be in charge, and to lead.

In the networked marketplace, the customer has none of those. And she’ll never get it from the companies she deals with, no matter how well-intended they might be. They can greet her by name, give her a hug and lavish all every discount and benefits they can on her, and it won’t make a damn bit of difference, because they are only one company, and they are not her.

What she needs is native power of her own. Without it, she’s up against CRM and other B2B systems sold to the companies she deals with, all of which are designed to “target,” “acquire,” “manage,” “control” and “lock in” customers — all terms better suited to ranching and slavery than to anything that aspires to genuine relationship.

To really come first, to really be in charge, to really lead, the customer needs powers of her own that extend across all the companies she deals with. In another word, she needs scale.

Just as companies need to scale their relationships across many customers, customers need to scale their relationships across many companies.

The customer can only get scale through tools for both independence and engagement. She already has those with her car, her purse, her phone, her personal computer, her email, her browsers, her computer. Every company she deals with respects the independence she gets from those tools, and every company has the same base-level ways of interacting with them. Those tools are also substitutable. The customer can swap them for others like it and maintain her autonomy, independence and ability to engage.

For the last eight years many dozens of developers around ProjectVRM have been working on tools and services that give customers scale. You’ll find a partial list of them here, a report on their progress here — and soon a maturity framework will appear here.

What’s still missing, I believe, is a master app for running all the customer’s relationships: an app that applies standard ways of managing relationships with companies that make and sell her things. That app should include —

  • Ways to manage gradual, selective and trust-based disclosure of
    personal identifiers, starting from a state that is anonymous
    (literally, nameless).
  • Ways to express terms and policies with which companies can agree
    (preferably automatically).
  • Ways to change personal data records (e.g. name, address, phone
    number) for every company she deals with, in one move.
  • Ways to share personal data (e.g. puchase or service intentions)
    selectively and in a mutually trusting way, with every company she
    deals with.
  • Ways to exercise full control over data spaces (“clouds”) for every thing she owns, and within which reside her relationships with companies that support
    those things.
  • Ways to engage with existing CRM, call center and other relationship systems on the vendors’ side.

I believe we have most or all of the technologies, standards, protocols, specifications and APIs we need already. What we need now is thinking and development that goes meta: one level up, to where the customer actually lives, trying to manage all these different relationships with all these different cards, apps, websites, logins, passwords and the rest of it.

The master app would not subsume all those things, but make it easier to drive them.

The master app should also be as substitutable as a car, a wallet, a purse, a phone, an email client. In other words, we should have a choice of master apps, and not be stuck again inside the exclusive offering of a single company.

Only with scale can free customers prove more valuable than captive ones. And only with mastery will customers get scale. We can’t get there with a zillion different little apps, most of which are not ours. We need a master app of our own.

And we’ll get one. I have faith that VRM developers will come through. (And I know some that are headed this way already.)

Signs of progress

In Fightback against internet giants’ stranglehold on personal data starts here, , John Naughton of The Guardian writes,

When the history of this period comes to be written, our great-grandchildren will marvel at the fact that billions of apparently sane individuals passively accepted this grotesquely asymmetrical deal. (They may also wonder why our governments have shown so little interest in the matter.) And future historians, diligently hunting through digital archives, will discover that there were only a few voices crying in the wilderness at the time.

Of these prophets, the most prominent are Jaron Lanier, a computer scientist who was one of the pioneers of virtual reality, and Doc Searls, one of the elder statesman of the old internet who is now at the Berkman Centre at Harvard. In his book Who Owns the Future?, Lanier argued that by convincing users to give away valuable information about themselves in exchange for “free” services, firms such as Google and Facebook have accumulated colossal amounts of data (and corresponding amounts of wealth) at virtually no cost. His proposed solution is to make online transactions bidirectional, to ensure that the economic value of personal data can be realised by individuals, who at the moment just give it away.

Doc Searls has much the same argument in his book The Intention Economy: When Customers Take Charge but proposes a different kind of software solution – “vendor relationship management”. The basic idea is that “many market problems (including the widespread belief that customer lock-in is a ‘best practice’) can only be solved from the customer side: by making the customer a fully empowered actor in the market place, rather than one whose power in many cases is dependent on exclusive relationships with vendors, by coerced agreement provided entirely by those vendors”. In that sense, just as most big companies now use “customer relationship management” systems to manage their interactions with users, Searls thinks that customers need systems that can manage their interactions with companies, but on customers’ terms.

The underlying philosophy underpinning all attempts to level the online playing field is a belief that an individual’s data belongs to him or herself and that no one should have access to it except on terms that are controlled by the data owner. The hunt is on, therefore, for technologies (software and/or hardware) that would make this both possible and be easy to use.

Also in the UK, Lee Henshaw asks, Is Advertising Broken?  Specifics:

We’re currently reading The Intention Economy: When Customers Take Charge by Doc Searls, an American journalist working from Harvard University who writes about the future of business.

Advertising is broken, he says.

He argues against the trend in online advertising for reducing customers to data points and delivering us personal advertising.

“Perfectly personal advertising is a dream of advertisers, not of customers,” he writes.

Personal advertising puts us in the uncanny valley, he says. In the uncanny valley, robots start freaking us out because they appear too human.

His alternative is the intention economy. In the intention economy, we – the customers – tell the market of our intention to buy something then companies compete to sell it to us.

“The intention economy is about buyers finders sellers, not sellers finding (or ‘capturing’) buyers,” he writes.

He invites advertisers to give up what he calls their cat and mouse game and start building more meaningful relationships with customers through our personal data stores instead.

“Nothing big data offers today, in any business, is a substitute for intentionally delivered intelligence from real customers who are engaged, one to one, with retailers in a marketplace, in their own ways, on their own terms,” he writes.

Searls works from Harvard University’s Berkman Centre for Internet and Society, where he runs Project VRM – VRM stands for Vendor Relationship Management.

“VRM tools work as the demand-side counterpart of vendors’ CRM (customer relationship management) systems,” he explains.

Project VRM, he hopes, will liberate customers through tools that help us make requests for proposals to companies that are selling something we want to buy. This kind of engagement, he writes, “is the only evolutionary path out of the pure guess-work game that advertising has been for the duration”.

And he asks for answers. Feel free to volunteer some.

Also see Meaningful Consent in the Digital Economy (aka MCDE) I’ll be participating in a  workshop on MCDE  on 23- 24 February in Southampton, UK.  It’s described as “an interdisciplinary workshop on issues related to giving and obtaining user consent online, with special emphasis on privacy and data protection.”

Bonus Links: Dave Winer on How VRM works, and Consumers vs. Data Science Bad Guys, by @kinglevi) in Techcrunch.

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