Tuesday, January 27, 2009

IGO People - IGO Here

 IGOPeople

I've been in conversation with the IGOPeople people for a while now and their site launch has impressed me for a number of reasons. But first, the strategic positioning: IGOPeople is a space where conversations between individuals, groups, and organisations can be seen, and followed, and published. In my opinion, its part of this new social media / CRM2.0/ Social CRM thing. As I said, I've spoken with the IGO-Peeps and they have a pretty deep vision for the site. Here's what has impressed me to date:

- It looks pretty damn good and its damned easy to sign up and get started (low adoption friction);

- Conversations are flows;

- Conversations are facilitated from within IGO, or can flow from "outside-into-IGO". Loads of examples of from Twitter to IGO and IGO out to Twitter (DellCamp being one example);

- They have managed to entice some pretty major companies to try out this "new type of conversation" and they are obviously experimenting with different engagement models;

- They have "Individual's" conversation flows going, and that's pretty hard to do (HT to Campbell Scott for making that happen).

Best of Luck to Them. You have to ask yourself why a company wouldn't want to at least experiment with this.

Monday, January 26, 2009

eComm09 - Going, Going, Going...

Little Company Big Threat

Prompted by Alan Quayle here I thought I'd put up a few reasons we are interested in going to eComm09 in March.

Ed Fontana of the Android Developer, Commuter Community Android App is speaking about "Intervals of Interest" and how it affects the design of mobile applications. I have a background (both practical and research based) in the Lean Production values of the Automotive industry, so I think this talk should be fascinating because it has as its centre the concept of reducing friction in social interactions.

Shai Berger from Fonolo will be looking back on a year of "deep dialing" . Fonolo is a great favourite with the guys from Telco2.0 because it also "reduced friction" in the interaction. The problem is kind-of simple (which all great problems are): you want to speak to a particular part of the customer service organisation, but you have to go through all the IVR menu's to get there. Fonolo enables you to direct dial the desired destination because they have mapped that company's system.  At VoiceSage we've taken advantage of this kind of thinking as well because when we map out a process (or more to the point, when you map out your own process) you can assign a deep dial as one of the process steps. One instance where this is used is where a person has been called and asked if they wish to make a payment as part of a process. Previous steps may have specified how much that person wishes to pay, their account details, or the currency etc. When linking to an Autopay solution we "deep dial" that IVR and forward the relevant details so you don't have to ask for them again.

Irv Shapiro of IfByPhone will be speaking about Voice Services in the cloud. IfByPhone grabbed some attention last year by integrating their click2call capability with Google Analytics so that you could evaluate the ultimate effectiveness of your click strategy. Irv will be demonstrating some of his business cases and speaking about the technology architecture.

There are some "hardcore network" sessions and some pretty cutting edge ones on mobile wireless that I would love to sit in on, and mostly not understand. One good reason why we are sending our CTO Graham Brierton to the conference where he will be giving a very, very interesting talk on some of our next generation thinking.

The Picture?: If you are wondering what the picture is about, some of the things you will see at eComm09 are the early evidence of some big shifts that are lurking their under the Telco waters....

Monday, January 05, 2009

Welcome 2009

symbolic consumption

Quick Note

Let me begin by saying a quick thanks to all of you that read this blog. 2008 was a great year for VoiceSage. We have many new clients on board and I hope to be able to bring you some stories and research based on their experiences to date. We will also be running a series of webinars and conference calls to discuss issues relating to how you can get even more from the VoiceSage service, so if any of you reading this are interested, why not drop us an email or phone call and we will see what we can do to fit you in.

Credit Crunch To Precipitate Change In Buying Behaviour?

Jeff Nolan over on Venture Chronicles makes a good point about 2009 and the effect of the credit crunch: people behave differently when spending their own saved cash than when spending on credit. This will result in people turning to Utility in their purchasing. Although my head tells me "true", another older, atavistic, marketing brain tells me, if so, why are people still buying Fendi handbags? I think that marketing and customer service people are going to have to embrace the concepts of connectiveness and social media even more when its not the price that matters, its your confidence that this is the right price. Thus, I think we will see more use of (mobile) coupons, we will see more use of iPhone/N95/Blackberry applications that scan a barcode and compare prices/ tell you what friends bought this/ etc. etc.

Credit Card Fraud: Get Pro-Active

Not that I think crime is a direct substitute product for work but there is no denying that as times get harder, crime rates will rise, and we will see increased fraud attempts. There are some super practical tips on protecting yourself from Credit Card Fraud from Light Blue Touchpaper. I found one or two of the comments especially interesting: (1) If you can personalise your card, or you get a card that is designed to demonstrate success, are you signaling that this is a good card to target? (2) If you are a particular type of person, or travelling in a dodgy area, why can't you elect to get a phone verification on every purchase?

The Future is Social (and Green, and Friendly, and all That)

Paul Greenberg has a great end of year review of CRM, where he points out InsideView and Landslide. What I love about InsideView is that its liked a "link-weighted" search strategy for people (uh, yeah, what LinkedIn should have). Paul also points out HelpStream which he reckons is the prime example of a CRM 2.0 play that truly gets it. It makes total sense as long as you understand that not all the information pertinent to every decision you make resides within your own organisation. It also makes sense that not all the knowledge/ skills you need to service your customers might reside within your organisation. And as it happens there is no need to throw my two pence/ cent/ cents worth into this, because a recent series of posts by Bruce McVarish does it all so well.  Enjoy.

I picked up New Scientist this month and its theme of your social network influences you more than you know caught my eye (and reverberated with a RWW article on how smiling Facebook photo may indicated you may have more friends, and that happiness clusters). If it can be scientifically shown that 1st, 2nd and 3rd order contacts can actually influence our mood, and propensity for happiness, those that are able to attract the network to them and act as a co-coordinating node, will be those that succeed.

Note On Image: Symbolic Consumption will remain as strong an influence as ever in 2009 and beyond.

Thursday, December 18, 2008

All Roads Lead To RSS, Enterprise Data Capture and Release Scheme...

Image10

The ever excellent RRW reports a study that shows that the kids like gmail, and sms. Awesome. Also, that corporate types are obsessed with checking their email. What I found interesting though was that the kids used email to get updates from their social network and other types of alerts. I suspect that like me, they have many groups, clubs, networks that they are members of, and that email is a pretty good place to aggregate the flow of alerts. Which leads me to wonder if gmail will just email me a report at the end of every working day, telling me "what's going on, and what needs responding to".

In what must be one of the coolest company names I have come across in a while Cynapse brings these kinds of activity flows to the desktop. It alerts you as to the change in status of many of the objects and relationships in your corporate environment, which are relevant to you and your team. What I like about it is that it is an example of "loosely coupled, tightly integrated" where you could choose to use it for simple "group notification streams", or more tightly integrate it with an Enterprise wide collaboration capability. As one of the commentators says though, its hard to see where this adds value beyond being an interesting way to present RSS feed activity generated by people and systems.

Again, RWW bring news of Fidelity bank using them damn widget - gadgets to enable actual transactions. Check your current bank balance from the iGoogle front page. Mmmm. I think we can see where this is going folks ( see more from Martin Geddes on this topic of Banking2.0). RWW suggest that myWorklight might be behind this particular implementation.

That's where www.myworklight.com have made some interesting announcements. They have an integration with NetVibes that allows you to actually transact with others. Say you wanted to publish out a widget for "Special offers" in "Restaurants around here", and post it to your own Company Dashboard so you could order for the office every day. Well, you could do that, and pay for it, through the myworklight integration. Oh damn, you can do that with a  credit card? mmmm, how about you integrated with your company purchase management platform, or your benefits in kind / expenses management system? or or or.... My head starts to come off me when I think of all the ways that this could be used. The caveat I would have at this stage is that anytime I hear "server install" I start to worry about scale. I know that this is about security, but whenever I hear the terms "download" I kind-of worry for the company.

Tuesday, December 09, 2008

Time and Tidings and Time to Stick a Fork In It...

Image2

Great Timing For Voice Navigation

Great timing from the people at Mobivox. They get a lot of this Telco2 stuff and it shows in this white paper. It reminds me of a personal assistant service in the US a few years ago called WildFire which had a virtual personal assistant in the middle of a unified communications service.  I think what we are seeing with Mobivox though is the emergency of a kind of two sided revenue model a little further down the chain. Telco's pay for getting to market without huge forklift upgrades, and end users get "mostly free services" with some paid for add-ons (maybe payments functionality). This also comes hot on the heels of Google voice based search offer on the iPhone, which everyone is going a little ga-ga for. Perhaps the most important element of that is that users are being trained by the biggest players on the block to use "Voice User Interfaces".

Time To Stick a Fork In It: Blackberry Storm

New Blackberry storm was handed across the table to me yesterday, and let me tell you, the experience sucked eggs. Almost no part of the experience was intuitive. From how the hell do I get the SIM card in there (oh take the battery out first), to how do I get the SIM back out  (still trying to sort that one out). The touch screen interface is annoying with basic "handling" of transition from one functionality to the next super-clunk-e. How do I get rid of that keyboard when I am just finished with that bit of typing? why can't I seem to just press on a text entry box in the browser to put in the password? I could go on. On the positive side their desktop manager does allow you to add a new device to an old account so all your passwords and setting move across and that is useful indeed. God, I hate the touch-screen so much.

Wednesday, December 03, 2008

Build Trust - Trust Santa? - Banking Y

JeminaKiss-Moroco-Phone

Customer Experience - Building Trust Flow?

The Whetstone Group did a report "The Importance of Customer Experience in A Down Economy", (get report here) and the capstone comments is something that I can completely relate to, i.e.

“There is an alarming lack of alignment between customer emotional expectations and corporate action plans that can only result in frustration and growing distrust by customers.”

Yes, many customers are going to have a renewed and vigorous review of pricing, but there is another set that are going to need to feel a renewed sense of control in a very unsteady and fearful environment. There are many things to take from this report but some of my early take always are "what are you doing to be build trust with your customers?"; "what are you doing to actively listen for new issues, new fears appearing in the life of your customers?"; and "what are you doing to reduce the feelings of stress for your customers"?  Emotionally rewarding outcomes are what will get you rewarded in the long term.

Santa - Line

Neat use of telecommunications: kids phone up Santa to tell him what they want, because often, they don't want to tell their parents what they really want. System emails parents (because you have to be a Vonage customer to use this), and parents retrieve the message. Besides, "what ever happened to privacy :)" a great example of totally taking home the booby prize. You could have opened the system to everybody and achieved one of your core marketing objectives: get a new user to trial Vonage and experience its benefits.

Banking on Y

Bruce Temkin on the other hand seems to have a fairly good grasp on what is required at the very minimum to compete in the provision of experience to Gen Y. He shows how a bank brought in IDEO to design a service that just spoke their language, and I have to admit, parts of this I found very cool. For instance showing me I have $200 in my account tells me nothing; telling me I have half my savings objective does; telling me I am at my lowest level of saving ever, does; telling me things in context, not just flat-footed numbers. I just soooo love the virtual wallet feature that redlines your Danger Days for you, yes, the days you are predicted to spend, or pay bills, and will have less money than you need to meet these demands. The bank will then allow you to transfer money from your Reserve Account to meet these, or move some of your bill payment dates :)

Oh, and how does the bank know how to do this? (Gee, they have huge complex automated giga-mega-load servers crunching away, right?), nope; they give you the saver a slider bar and let you divide your money pile up into Scheduled (for payments) Free (to spend), Reserve (for savings), and you can move that bar back and forth as YOU like. of Course if you go over, by miscalculating, and overspending, you may automatically be given an overdraft and incur some interest rates, but hey I'd rather the payment went out than damage my credit worthiness. Oh, and of course at the end of the month I can get a full report on where I spent my money.

All of these functionalities are easy, graphical, and no doubt "iPhone friendly". No min charges, no min amounts. Seems like Min fuss to me.

Tuesday, November 25, 2008

The Future of Messaging - The Social Dimension

Social Signals Are Real

Where Do We Look? - As Usual, To The Young.

Innovation in messaging rarely comes from the places you expect. Telco’s thought SMS messaging so useless that they didn’t even bother to price interconnect costs when it was launched. This initial cross network capability (reach), and the relatively low price compared to voice calls, found a niche among young people facing a key constraint: they wanted to communicate with friends but could not  afford to communicate as much as they would like. Once there was a price incentive in place and millions of people were using it new contexts were found that were uniquely appropriate for text. For instance the now common  "running 10 minutes late" message.

In effect SMS created a new back-channel conversation.

What Is a Message?

Sounds like a strange question but Twitter? (www.twitter.com) or comments have re-spun this.  When we "message as social network grooming" we often do not expect a reply, or not right away, but we do expect some form of reciprocity within a certain time frame. Having received a number of fairly passive SMS's from a friend we may feel a strong pressure to not only text back, but actually call them. We "owe" them a call. It is the power of the social bond that creates this pressure to respond.

In the past much of our messaging was one-to-one, we wrote and sent a letter; we picked up a phone and called somebody. Technology enabled us to use the phone to message many others such as group SMS capability (one-to-many). From a particular perspective Interactive Voice Messaging could be considered to be one-to-many in that the call center is calling many customers to give them a message and the option to reconnect. The intertube however excels in creating many-to-many capabilities. So from another perspective, Interactive Voice Messaging matches available customers willing to take the call, and available agents or employees available and suited to take that call. In this case the intertube hosted service acts as a kind of "platform of availability".

Messages are also not static spatial objects sitting in our inbox. They are part of a flow of communication, and it the flow that is becoming increasingly important. Twitter and Facebook present  us with a flow of comments, pictures and the activities of our friends, and we then choose to connect to these comments and pictures or not. The initial posting of the comment or picture is what sociologists refer to as "weak signaling" in that they attract or encourage others to reciprocate with a comment, or to post their own picture. These signals occur in an environment of  many-to-many messaging, and signaling.  Messages themselves could also be considered as being signals that attracts further attention and interaction. The launch of Google Mail (gmail) with conversation threading is one example of an application service that acts in this way.

In conclusion, a message is no longer just the physical letter, the text or talking content. A message can no longer just be considered part of a 1-to-1 interaction that no one else sees, hears or shares. And with the Internet we are likely to see the rise of "communications" themselves as being things, as being social objects, that can be shared, discussed, or that create value in ways we do not currently appreciate.

Part 2

Messaging Will Be Consumed Socially

People with strong common interests or common goals will have reasons to commit to communicating more with each other.  The relationship context will determine how much or how little information we want to know about these people, or from these people. That's why Facebook allows you to "get more or less about this person". This is necessary because as individuals we like to be able to control the flow of information and potential interruptions we are exposed to. From Internet alerts, pings telling us we have new email, to our phone ringing when just about anybody phones, as individuals we desire a way to control that inbound flow. The main problem is that these events come with little context, and little understanding of what I find important right now. Previously the costs associated with making a call acted as an inherent  fee that the caller was willing to pay because they believed the call to be important. With actual call costs decreasing over the last five years, and with the rise of free services such as instant messaging, email and Skype calling, this cost barrier has been substantially lowered, and for many eliminated altogether. We need a new way to figure out which communications are important or not.

As with Internet searches a good predictor of what we like is what we have liked before, what our friends like, and what "people like us, like" (i.e. our profile). In Internet terms I read articles and stories that are recommended by friends (perhaps through Google Reader), or are suggested as stories I might like (as in Google news). This is a blend of algorithmic (automated) and social (physical) filtering. An example might be where we Google the term Restaurant and then check the top three results with some friends to see if anyone we know has actually been there.

We think that this kind of behaviour may play some part in how we manage our interactions with others in terms of "offering invitations to conversation". It will be a blend of automated suggestions and screening, coupled with social filtering and suggestion. When we leave an SMS, this might be seen as a weak invitation to conversation (give me a call back if this interests you). An email might contain a live link to the number of remaining seats at a concert, which might act as an incentive to call back and book a seat when bookings reached a certain point. These would be examples of passive and active invitations.

Some social filtering of the invitation to conversation cycle might be exampled by new services such as http://skydeck.com, and www.xobni.com. These new consumer services hook into your mobile phone (skydeck) to find out who you call, how long you called them, and presents you with the names you call most often at the top of the list. But it might also recommend who you haven't spoken to in a while. It examines the flow of your calling behaviour to find out who is really important to you. Xobni does the same for your email, but also presents you with information as to who is important to the people that you connect to. Add to this all the data being generated on social networks, and internal corporate networks, and you are looking at a fundamental shift in terms of how we engage with others to open up conversation.

We Give Permission and Pay Attention

So messages can be thought of as having social grooming characteristics; as re-enforcing social-bonds; and that often it is the flow of communication that is important, not the individual message per say. We see that messages can act as "social objects" that attract further further comment or action. For companies this means that messages have to be considered as part of an overall communications strategy that builds and supports the customer relationship. Ultimately it is the individual that gives the company permission to call them. Companies have to take care that each message conveys the appropriate content but also that it is in the appropriate flow, otherwise customers withdraw the attention they are willing to give to you, and withdraw from the relationship. Worse still, when these customers withdraw, others in their social network will see them withdraw and will then actively reconsider their own relationship with the company or their opinion of that company.

Companies and vendors of services will have to understand that our willingness to engage will contain both automated and social filtering of invitations to conversation, and that the companies "one-to-one relationship" with the customer is really going to be part of an overall network of "many-to-many relationships", and "many to many conversations".  Found yourself sending email through Linkedin inMail, or Facebook email? You know, I think you are already doing this stuff.

What?

Partial Attention

Friday, November 21, 2008

Will - Tell - Tail - Thaler

The Long Tail a Shaggy Dog Tail?

Will Page at Telco2 rolled out some results on research conducted with a "major online music hub", on "long tail economics". The long and the short of it (ta-dum!), is that the Internet and "physical retail" have the same distribution, and the long tail may not be serviceable at all. This is no simple contrarian view, Will knows his stuff and this is going into the Harvard Business Review. It really is interesting to compare to other social media studies of content creation, co-creation, and consumption.

Demming Undoes Detroit

In a week that sees Detroit on bended knee (albeit, one that was flown in on a private jet), Toyota continues to be a model of lean production values. McKinsey carry a piece on getting Toyota lean production into an organisation, and from what I can see, its the same thing that Toyota were expounding 30 years ago. Its our survival we are talking about, lets get responsible to each other, lets make it better every day. Yes there are tools, and yes their are techniques, but as the article says "Its the soft stuff that's hard to do".

six-habits-lean-leaders

The Inter-Temporal Choice of Swans

And if you were wondering (as I was a few days ago) as to why people make strange decisions around what they can and cannot afford to buy (and repay), Mr. Thaler of the Ole Black Swan has a paper on Inter-Temporal choice, a fancy way for saying people make dumb decisions when the results are times into the future. From simple experiments on discounting future money to social engineering in Virginia where if high school kids dropped out of school they lost their driving licence, reveal that many are unable to delay gratification into the future.

InterTemporal Choice Graph

Go have a gander at the paper, its interesting.

Wednesday, November 19, 2008

Data Strategy, 1938

Notes from The Art of Conversation

by Milton Wright, 1936

The ability to talk well can be cultivated.

Interest you must have if your conversation is to be successful.

Interest can lie primarily in the subject or the person, the latter being by far the surer ingredient for success.

To chatter is easy. To talk resultfully with the hostile, suspicious, indifferent or even friendly is an art.

To really become a good conversationalist over the long term it is necessary to acquire the habit of conscientiously stocking your mind with facts and information and then forming opinions on the basis of that knowledge.

A monologue is not a conversation.

Silence plays an important part in effective conversation just as it does in music.

Masters of the art of conversation rarely give advice, and then, usually, only when requested. It is given tentatively and without seeming to impose their wishes.

The secret of giving advice successfully is to mix it up with something that implies a real consciousness of the adviser's own defects, and as much as possible of an acknowledgment of the other party's merits.

To plant a suggestion is a real test of conversational skill.

Tuesday, November 18, 2008

Behaviour and Action, Cause and Effect

 Oh Great Shiny Bubble

The New York Times gives a great visualisation of house value declines in the USA. Irish site FinFacts gives a long history of warning signs that went unheeded, and practices that drove this frenzied behaviour. But the question I really have is that even with all this information, and other information besides, would our behaviour and actions change? I mean lets face it lots of people knew we were in a housing bubble but most were still drawn to its shiny bubble surface. I think I need to dig a little into decision making within certain timeframe's and unreasonable weighing up of "perhaps lots of money next year", versus "reasonable money in ten years" (i.e. delayed gratification). Another way of looking at it could be the "problem of the commons" in that by acting in our own short term interest we brought about a collective collapse. Most commentators to date have focused on bad lending practices, but what about our own bad borrowing practices and our attitude to credit?

Data Is The Path To Insight?

I have been thinking that the key capability of a company may be the ability to generat Insight. But now, I am not so sure.(HT: Denis Pombriant)

“The necessary outcome of strategic planning is not analytical insight but resolve” (David Maister)

By this I am sure he means we know that the right things to do are, its just not always that interesting to keep doing them or to get them done. It does remind me of Werner Vogels at Telco2 saying that they knew (Amazon) that they had to focus on scope of catalogue, building visitor traffic, and lowering costs everywhere. Their "platform strategy" had to be a committed strategy, and joined up, and the management had to have the resolve to see it through, even though shareholders were unlikely to understand what they were doing, initially. Perhaps some of this resolve came from the CEO who has invested in some "dogs" in his day, but the learning led them to Platform strategy, and to Kindle, both billion dollar businesses. That and a "relentless focus on being customer centric".

So Why Is Customer Service Still In Trouble?

Well, perhaps its the small things that count. Mashable just posted up their take on a recent pew report that shows we are absolute crap at getting customer service, particularly around Tech support.

- 38% of users with failed technology contacted user support for help.
- 28% of technology users fixed the problem themselves.
- 15% fixed the problem with help from friends or family.
- 15% of tech users were unable to fix their devices.
- 2% found help online.

Consumers’ Attitudes About Various Forms of Tech Support:

- 72% felt confident that they were on the right track to solving the problem.
- 59% felt impatient to solve the problem because they had important uses for the broken technology.
- 48% felt discouraged with the amount of effort needed to fix the problem.
- 40% felt confused by the information that they were getting.

Wow, nearly 60% were so convinced the company wouldn't be able to give them good service, that they just didn't bother to call ! It felt like it was going to need a "big effort to fix", that it was making them feel "impatient", and then probably "discouraged" and angry? I think this may be a case of "interaction friction" before the customer even gets on the phone, or the web.

All This Miracles And We Are Still Miserable?

Eric over at Demand Satisfaction posted this video that just shows, perhaps, how unacceptably jaded we have become about the miracles of technology.

Wednesday, November 12, 2008

Tweet Tweet ! Your Company Has Flu...

pig

I think I said this a good time ago now, but we are only barely using the Internet to track information that is socially useful. The BBC reports that Google is now helping map the spread of flu by tracking keyword searches.

Chis Barraclaugh, STL Partners at Telco2 last week had a great slide showing how all of Google's recent moves were investments in customer data.

Over at SAS Blog there was a nice back and forth on the strategic use of customer contact. It is so easy to forget that in large companies each section, dept, division wants to send messages, calls, letters to the end customer. These requests have be filtered, rated, and evaluated by the company itself.  Something in the back of my mind tells me that something this overall approach is ripe for some new thinking, like, here for instance. As if to reinforce this point, I saw the original SAS Blog entry because their SAS Magazine Editor is on Twitter, and she tweeted a link to the post.

Now what's with the pig? Well it goes to authenticity and two way value creation. I am a great believer that all customer interactions should be build to reduce the friction within the interaction, and should be seamlessly bound to the business process itself. We are on that journey here at VoiceSage.

Thursday, November 06, 2008

Post Telco2

 

Telco2: Janus or Dear Jesus?

I think Mr. Enck called it well when he pointed out how impressive and pertinent Mr. Vogels presentation was. The clarity of strategic vision, the simplicity of focus, was awesome. What I found intriguing was that each iteration of the platform thinking defined a new element of the fly-wheel, a new virtuous reinforcement mechanism. They brought the merchants (merchant platform), so that "the catalogue" was the biggest on the web, your "go to" destination; they built traffic (Traffic Platform) through a kind of open linking strategy, opening out book references, and giving  incentives traffic of 4-7%revenue share. Most people would stop there, hey we have great customer traffic flow and the best stock available, cool. But no, they saw that they had to be the best price possible too, and this implied that they had to reduce the cost of infrastructure (answer: open out your Fulfillment platform so any merchant can send their product through the amazon warehousing network), and then the webstore platform, the enterprise service platform which is like a managed service for other web retailers (and a Labour platform, a Digital Media Platform, an Infrastructure Platform, and yes, a Telco Platform). As amazing as this journey, this evolution was, three things struck me with laser clarity:

- These guys have complete clarity on their strategic principles and will take big hits to protect them;

- They pay attention to "micro-incentives" and "micro-barriers" to desired behaviours;

- They innovate around things that remain important over the long run, not just "new things".

If I were in the Strategic section of a Telco, I'd be looking to workshop my Two Sided Telco play with these guys in the room. On a personal level I met some old friends, and I think met some new and interesting people that I hope to follow up with.

Hack The World: Health and Telecommunications

Again, the excellent RRW has a piece on how mobile communications is being used in Africa to encourage people to see the Doctor and speak about their health concerns relating to TB and Aids. "Please Call Me" text messages are issued from Doctors to the population to encourage them to engage early; "Text reminders" are used to remind people to take their medication or attend a clinic; the call backs are handled by a virtual call centre of "people like you" that will understand your condition, your life, your emotions; mobile blood testing units are brought to the people so that they don't have to suffer the stigma of having to stand in line. If Telecommunications companies are wondering how context, content, community and communications can be braided together in ways that actually improve the state of the world, well, this is one fine example.

Self-loading-cargo

Note To Self: Human Beings Are Not "Self Loading Cargo Units".

Friday, October 31, 2008

Open - Networking

Elephant Folds

Hard Times For Big Vendors and Little Ones Alike?

In cold times it would seem mobile telecoms are still a Hot item (Tim Bray, Sun Microsystems, at FOWA London). People will give up that glass of wine, but not a $1.50 iPhone Application that gives them real value. And now that iPhone and Google have offline capability you can do a lot of great stuff. It is indeed a great time to build mobile applications, but I would also caution that 1998 was a great time to build a website, and building a website doesn't have a great reputation as a sure fire way to making you rich. Today the New York Times features Sun prominently as a company with big problems, so perhaps Tim's FOWA talk was from the heart. Some of these problems are good old fashioned competitive pressure in core product markets, and others are good old fashioned product development slippages. These are combined with the "slower than anticipated" update of its open source programs and initiatives (BTW: great piece from JP here on why Open Source may be stalling at the large enterprise level).

If you are thinking of building an application, Tim says "build it for yourself, its hard to understand the needs of others", there are others out there a lot like you and they will probably buy it. And watch out for the VC's, they don't understand 2.0, and they don't bring value (mmm, not sure of that one, know plenty of smart VC's). Gosh, this sounds like a sure way to end up on the bread line to me (but you will have your snazzy iPhone to keep you occupied). There is a reason people like "product managers" exist, just saying ye know. Its probably safer to think of Tim's comments as prods to get yourself multi-skilled, and to develop a "Career Portfolio".

The Elephant in the room is that most people are going to want to pay zero upfront to save money and are now being educated to "think like Google". I want it for free, or some version of it for free. I want it super simple. I want it to do one thing really really well. Agreed. One of my take aways from JP's posting is "the Enterprise has been trained to think like Microsoft", and this frames all enterprise adoption arguments in Microsoft's favour. What I particularly found interesting was the focus not on Excel, but on Excel Micros as a significant barrier to adoption of OpenOffice, and that the cascading effects this had on the need to redesign the Macro's, estimate the cost of the same, estimating the cost of failure. At the end of the day, the purchasing dept used the study to beat up Microsoft on price, and buy, uh hum, more Microsoft product.

What Do Tough Times Mean For The Enterprise?

Software-security

Tim Bray was of the opinion that tough times might mean that companies look more to SaaS and to Open Source solutions. I do like the emphasis on "SaaS" and "cloud based" applications and services, of course I do, that's what we do around here. But the take away for me is the need to seriously look your "customers life right now" (i.e. the real life issues they are facing, the hard choices, the unpalatable trade offs). In my opinion, its easy to say "we are your partner" in good times and ask for some hefty integration and consulting fees to prove it. Lets see how good a problem solver you are now; lets see how flexible and adaptable you are now; lets see how your DNA shines through?. As a provider of SaaS you should now be looking deeply at some strategies for maintaining your value proposition. Tough times for the Enterprise customer means even SaaS entities need to bring a razor sharp focus on time to meaningful ROI.

I think its a great idea that Tim was encouraging developers to not only skill up, but look at legacy skills (Cobal etc), and cross-skilling. Companies can equally do the same thing.Taking charge of your own Identity by building your own personal network, blog, twitter, get into social networks, and social network at events are great personal brand builders. Get known, and get known for something. Now ask yourself, "what is Sun now known For"?

Some Cool New Media Business Models

apple-tax

Have you ever needed to read a children's book from cover to cover before you bought it because let face it, you will be reading it every night for a long long time. Lookybook lets you see the whole book before you buy it. And here's the one we have to buy (Its Not Fair), as we have a new arrival due in March 2009. Music sites like Ineem and LaLa have similar models for music in that they let you play the content, in its entirety, while you remain browsing on the site, no doubt hoping that the longer you hang around the more likely you are to buy a web song for 10c. I think a lot of companies are going to have to look at approaches that enable you to have a complete "experience" and that you may then proceed to commit to buying it, owning it, sharing it or some other upstream action that is predicated on shared value creation. It is a deep delayering of the digital value chain, with the understanding that some parts of the chain can better gather and aggregate data from multiple services and location, and that this will help them outpace offers that are more vertically integrated.

So here's the tie up: people buy experiences.

The enterprise customer is a person like you, and they want a great experience of your service, they want to be able to test and trial it and experience it and not pay for it until they know they like it, that it works. They want reliability, they want security, they want credentials, but these are "hygiene factors". The Enterprise's professionalised buying process will simply not allow them to buy in services that don't "stack up" in the traditional purchasing decision cycle. I personally believe that their will be an iTunes for Applications at the Enterprise level. Click Click Click. Done.

Wednesday, October 29, 2008

Let's Get (meta) Physical?

Linkedin goes Social: now you can add applications and collaborate with your contact network. This is so boneheaded it beggars belief IMHO. I can see social objects as being useful to Linkedin in that they are social evidence of influence, popularity, or expertise. Thus, your sheer volume of network contacts speaks volumes about your rolodex if you are a sales director; your online presentations show you as an expert marketing person capable of speaking to C-Level executives at conferences; your embedded Google Spreadsheets show a deep understanding of risk and analytics. I have begun to think of Linkedin as a good forum for social validation of a contact (hey, what do you think of John, did he really do such a great job at company x?) and an extendable element into other environments (Everyone on SAP could now have a linkedin directory of both internal and external experts and contacts through a linkedin mashup).

We are the Adobe Reader here, the Recruiters are the Adobe Acrobat. Give the recruiters the heavy tools, just make it 3-click easy for us to use.

(and what's with the Meta-Physical? Linkedin encourages us to only linked with people we actually know, ie. real contacts).

Update: RWW seems to present the LinkedIn Applications in the mode of being Social Objects, which is fair enough, but I still think Linkedin needs to BE THE SOCIAL OBJECT, not be the place where you can bring your social objects.

Tuesday, October 28, 2008

Insight - Interact - Improve

Super posting from SAS on Customer Contact Strategy, especially the problem of saturating the customer with customer contact (email, mail shots, phone calls, etc. etc.) You have to have a clear understanding when to contact, in what mode, and to make what offer. That may mean you need to segment your customers on the basis of how they want to be contacted. I think the SAS post misses some key points but they do get that all your communication to the customer needs to be planned and integrated into an overall strategy. Neat idea of "the recently rule", ie. you can't call your customer twice in 60 days with an offer. Also good example of not messaging cross-offers to customers that are "churn risk". This means you have to have a pretty solid view of what the "interaction rules are" for each segment. However, completely misses the idea to create real two way value through better interaction management.

Jeff Jarvis has a very nice piece on WWGD (What Would Google Do?) in terms of the downturn in the economy.  Such as look at how relationships in themselves signal value, or ARE value; making physical products is probably a decaying strategy or just plain ole very hard to make money at (Dell?); big companies are really networks of small companies; in a network driven economy you should strive to be the platform; transparency will drive trust; the more control you hand over to users the more trust you build, and the stronger your relationships. Most of these points come from his effort to deconstruct what has made Google so successful. Could Dell execute on being your "design to build" for IT & Consumer Media products? It has most of the business and technical infrastructure to achieve this.

John  Quelch over at HBS re-posts ideas on The Middle Aged Simplifier which basically says that this category (sic) of person is looking to de-layer their product ownership-positions (sic) in that they are going to happy to not own so much non-essential stuff, and will lease cars, holiday homes etc. in a variety of non-mass-consumer modes. I think the undertone of this piece is interesting none the less because it might signal an even older marketing lesson: if everyone else has your stuff (read 4x4 "landrover") then it has no social status, and no brand communications value. Perhaps "the experience economy" is going to truly expand.

Oh, and just in case anyone is dropping in here, and doesn't know, I am http://www.twitter.com/PaulSweeney

Wednesday, October 22, 2008

How We Pay

Buyer Behaviour USA

USA Today report people are using their credit cards "dramatically less" either because they are maxed out, or are worried about the cost of their credit card debt.  The customers of Wall Mart are also buying their baby milk formula early in the month, presumably when they are relatively cash rich compared to the mid month or end of month. People are also buying fewer brand names, and are decreasing the frequency of their shopping trips. Offering different payment options or times to pay might be a great way to overcoming being the "last bill of the month".

HT Pistachio and PKedrosky

Other take away's from this story:

- If your business is built on one known shopping pattern, think again. It might have changed. Specifically I am thinking about how customers weigh up categories (Food vs Travel; Car vs Bus, etc.)

- Broad based "scale competitors" like Tesco may have insights into the recession mega-trends. Maybe by following some of their announcements, add on's, technology adoptions, they might add as bell weathers for what other companies should do?

- Focus: there is lots of talk out there around the need to understand what you do as a business, and what core "benefits" you deliver. You probably don't need one more feature. But there is another element to Focus, and that is "strategic focus". If you are a higher end fashion store, selling "more economic lines" could blur your focus. Wall Mart is a cost leader, so these mega-trends expand its addressable base.

Break The Current Value or Activity Chain?

- If your customers are now increasingly cost conscious, how about making them a re-designed offer? Get 10% off if you buy completely online and NEVER call us :)

- Strip out the product offering until you are left with the core utility, and then give the customer option to re-bundle features "on demand"?

- Make some products "services" (i.e. buy the 24/7 totally connected office for $40/month, not a laptop, printer, and desktop?).

For sure I think that this is a market where the individual and the enterprise will go through their expenditures and those that are fixed, and with a big enough number next to them, will be asked to re-quote, re-justify, "get out or get real". How?

Creating Real New Value That Matters To People?

Umair gives an example of how Starbucks selling music and mouse mats is a classic example of selling product into adjacent segments (I'd argue that its a case of not knowing if its a product pusher/ service provider/ or meeting platform, but that's for another day). More importantly he points out that Starbucks has to become meaningful (again). The 'leap' Umair makes is that "being meaningful" has a social basis, in that it is a social meaning. We do not become socially meaningful  by "pushing crap" on customers.

I think it is probably a dangerous game to "tell customers"(sic) what is "meaningful" to them ("here have a freetrade coffee"), or even ("here, meet Paul, your overpriced coffee paid for his school"). I think it is going to involve

(1) extreme customer empowerment to define how, when and where they wish to interact with you;

(2) total customisation of the offer/product/service in a genuine atmosphere of co-creation;

(3) network orchestration not network ownership (by this I mean "be the go-to-guy", not the guy who said "we don't have it today, but we will have it tomorrow. The go-to-guy delivers you the solution, no matter who has supplied it, even a competitor).

Monday, October 20, 2008

Crunch Crunch Pixel by Pixel

Small Business

Credit on SME's

Via Greg at ScreenWerk an Amex survey in Oct 2008 shows that many small to medium sized businesses are now seeing a downturn in sales, and nearly 18% have real fears that they will go out of business. It also shows that nearly 40% of them will be late or unable to pay some bills. That's a lot of outstanding cash, and is sure to put even more pressure on cash flow. With this general lowering of the cash-level, we would normally expect the small business to go to their bank and ask for a little latitude, or overdraft. But I don't think we are going to see this happen in the next 12 months. Given that VoiceSage is in the business of helping you bring in your cash twice as fast you might expect me to plug that right now, but I am not going to (oops I just did). The real question here is putting predictability on your cash flow from all possible viewpoints. It is not enough to just sell, you have to "sell well", i.e. know how likely or not someone is to repay you. You then also have to collect well, and by that we mean be pro-active in your collections process.

Data and All It Can Do:

Lego-Delivery

I love it when a service comes out and I go "now that makes sense, that's how people really think": Another HT to Greg Sterling : Homethinking matches a neighbourhood you know, with like neighbourhoods elsewhere. Doesn't this make a lot of sense? Isn't this what we want?; somewhere we understand and know as a baseline compared to a place we don't know that well. Truly excellent idea.

Customer Service: Call Transfer and Click to Call

Don't blind transfer calls. Just don't.  Managing click-to-call with better call whispering is something that you might also look at. To see a quick example check out the VoiceSage contact page. Thomas Howe has a short piece on how he misunderstood the power of click-to-call. Some follow up points here on why it might be good for finding keywords as well such as screening inbound calls  and gathering details prior to a call. Click-to-call needs a thorough overhaul and I for one am going to request a re-naming: how about "Click-To-Action"? All for that, vote eye (in your best pirates voice).

CrowdSourcing & Price Setting

Robin over at Bytesurgery is a neat example in progress of Crowdsourcing around the development of an entire application. Robin frequently shouts out via twitter and his blog to get feedback on everything from good names for products, to suggestions as to how his pricing model might be constructed. I happen to know that Robin spends a lot of time speaking with the real end users of his new product as well (Decisionsforheroes) but how he taps the community of web talent is pretty inspiring. And speaking of heroes, Sabrina Dent, well known and highly successful web designer, is also an expert in tapping the power of the social Internet. When she recently fell ill, she was able to "lay off"/ "outsource" a few projects to people she had trusted online relationships with.

BytesurgeryPrice

(disclaimer: Sabrina did a rapid re-design of the VoiceSage website recently).

Eh, so what's so interesting about that Paul? Companies are not islands, they are networks, and the extent to which they are able to create collaborative, co-creating relationships, the more sustainable they will be. As analysts and planners we are often asked to challenge the assumptions but what better way to challenge them than to "publish them" and subject them to experiment? Crowdsourcing may not be good for all types of problems, in all types of situations, but it has certainly thrown open some interesting perspectives for Robin and his crew.

Friday, October 17, 2008

Ease of Use: The Data, The Presentation, The Influence.

Presenting The Data

RentVsBuy

Sometimes you see a thing or remarkable simplicity and you have to share it. The New York Times has an application that enables you to input some basic data regarding house price and rent movements and then create a visual presentation of what this means in terms of value creation or destruction for you. The pretty picture above shows a market with 5% growth in house prices and a 3% growth in rental income. In this scenario it makes sense to invest in a house. But change that house price appreciation to anything less than 3.5% and have a look at what happens. With Credit Today showing a 30 year low in UK house sales, you have to think that renting is going to become relatively more attractive, doubly so when the Irish Times reports today that there is 10% more rental stock coming on the market because houses are so difficult to sell.

Yahoo have a nice site showing a Politics Dashboard with up to date information on how each candidate is doing. What I like about this, besides from the big bold percentage numbers, is that the dashboard also presents "prediction markets" assessments.

YahooPolitics

I think some smart little company is going to come out of the woodwork with a neat way of building and linking these kinds of dashboards.

Research Happenings

Randy Saunders over at The Perfect Customer Experience blog has a nice reference to a recent Forrester Report on the fact that customers still want to speak to a live agent, and that they have certain expectations as to how well this process will be handled.

McKinsey Quarterly have a piece on Multi-Channel Marketing with a spin on Social Media: worth a read, particularly on the "fallacy of the final click". All customers move through many stages in their buying decision making cycle and both online and offline media often intermingle in their effects. We don't buy "entirely online" or "entirely offline".

McK-CrossChannellPoints

Finally ! Social Media is Going To Be Of Some Value To Credit and Collections Professionals

Yes, a catchy title, not ! But the same McKinsey Study mentioned above quotes a very interesting use of social network analysis (SNA).

McKinsey research on telephone users’ social networks suggests that even they can be measured to allocate marketing budgets more successfully. One telecom company, for example, has learned how to retain phone customers by assessing the strength of the relationships among them. The company used call patterns, changes in call volumes, types of payment (prepaid or contract), handset types, and other traits to identify customers likely to leave for another carrier. Meanwhile, it constructed a diagram of their social ties, derived from the people they called, the people those people called, and how often. In general, the more closely anyone was tied to someone who unsubscribed, the more likely that person was to unsubscribe in turn. In this way, the telecom company improved its churn prediction model by 50 percent. Moreover, by identifying the most influential potential churners and working to retain them with new services and price plans, the company not only retained a quarter of them but also reduced the churn rate within their social networks by almost 40 percent.

I think that if you were buying a house, or voting for a candidate you too are likely to be influenced by someone close to you, probably someone on your social network. By giving people easy to understand, easy to share data, you could probably "turn-on" your influential customers

Thursday, October 09, 2008

Enterprise Micro-Media

IT-Projects

It's The Enterprise, Stupid

Great article on RRW on Twitter in The Enterprise, at BestBuy. What I take away from this:

  • Short messaging is powerful and many will send and consume "micro-social content" while on the move; everyone understands texts.
  • Social media will be made or consumed "around work", during breaks, before or after shifts; it may be made during "idle time".
  • They are using "short codes" so people can text in ideas, responses, etc. Good idea me-thinks. Of course deploying short codes is an issue, especially in the USA.
  • BestBuy initially went light on integration, but lingered on issues around authentication before considering deeper integration issues. If you are who you say you are, you tend to be a bit more careful though, so this one needs balance.
  • People don't want to manage "multiple identities in multiple streams", i.e. Twitter, Jaiku, Yammer, etc. etc. Perhaps indicating the future fluidity between personal identity and work life identity. After all, someone only has to Google you to find out about you. That's why they are building "containers" within which conversations occur. Some containers will be open, some will be restricted. This is where Jaiku really messed up with not moving forward fast enough.
  • Location awareness is something that they will be looking at, mostly because you want to see the people that are around you and near you for some types of questions. Watch this one go crazy as location awareness is embedded in the browser, and the browser goes to the phone (Firefox, and Chrome). Then watch it go mad when RFID hits it. 
  • Trust is an issue when you begin to use social media, because you may not know who these people are, even within your own company. So you have to figure out how to provide social validation to get things started.
  • Initiation and Consumption: BestBuy bought in the solution that worked best in Outlook because that's where all their employees live. Think about that. Now think about the price of MSFT stock. Early adopters may be all "net centric" but the majority of people live in Outlook, IE, and their phone.

Example of Enterprise 2.0 Communications Mashup?

A lot of these issues ring true to me. At VoiceSage one of the things that we have (behind the scenes) is the ability to deploy inbound SMS-codes, and also outbound SMS a part of a flow. We had a client that was a large university that posted different Short Codes in Printed Media and in Outdoor advertising with the advice to text the word "study" to the short code number. VoiceSage would then ring them, ask them a few qualification questions, and then patch them through to the appropriate knowledgeable staff member. Neat use of a call flow I think. And one that the client came up with, not us.

Between the Two, Governed and Ungoverned Mashups?

I am sure that in-store staff could come up with some pretty neat promotions if they could create and deploy them within some kind of overall policy. But that's not exactly "in the spirit" of the BestBuy story above. I think the spirit of the BestBuy story is more in the lines of increasing the information flow, releasing some control of its granularity, and opening up the enterprise to the power of weak-linkages. In this respect VoiceSage is more the "governed mashup" to the "ungoverned mashup" of Twitter et al.

Monday, October 06, 2008

The Nature of Credit & Trust

Credit is Social

Rob Paterson over on the FastForward Blog has a deep insight to share about the very nature of credit. In an industry that sees credit as an empirical, deeply-scorable entity, it is easy to forget that fundamentally, it is a social object. By this we mean that it derives its value from the social contract, driven by our fundamental belief that this person will pay it back, and not by any insight into our belief that they can or have the ability, to pay it back.

Mr. Hempton over at Bronte Capital (HT Mr. Kinsella) has a related point that its not a shortage of cash that is creating a credit crunch but a shortage of Trust. I did some research on Trust a number of years ago and from what I can remember it had an awful lot to do with irreversible investments and historical behaviors patterns. There was a whole lot more buried in the depths of the theory such as the existence of relationship specific assets, but I wonder if at route, an awful lot of this current mess doesn't lie somewhere between losing the social context, and losing the relationship-specific assets.

Trust-Thee The Cloud?

Some fairly big announcements this week around "cloud computing". The issue of how open or not the cloud was going to be was a talking point, and then Amazon goes and says he, we're like, Windows-Centric, and why not use BEA webserver, to like, totally port your application to the Amazon cloud? I think we are seeing a traditional bridging strategy here: don't abandon your old installed infrastructure, but if you need to build anything new into it, why not build it or buy it from the cloud? And now, with no improved windows-cloud, it will scale too :)

The Semi-Permeable Physical Digital Membrane

Cisco released a study that revealed "Reveals Consumers Trust Online Payment Providers More Than Traditional Banks". eh hum. Big throat clear. By facilitating connected commerce around the point of sale, financial institutions can become more influential, by connecting payments, merchants, and other "data" (one presumes). What it boiled down to is that if you get more "connected digital experiences" within the store (i.e. search - compare activity) then the opportunity arises to disintermediate the banks. After all, if I have a paypal account and so does the store, why not just pay through that? I actually do believe that digital technology and social media will play a much more prominent role in everybody's purchasing behavior, but I think we all may have to re-think what it is a financial institution does, and the role it plays in society, before it becomes truly possible for them to grasp this connected opportunity. Companies like Google "get this" and build "edge competencies" that lead them to become "market co-coordinators" or indeed, market platforms (For more on this topic I can recommend Sean over at The Park Paradigm and The 6th Paradigm ). John Hagel has more on edge economics here.

What would it take for banks and other financial institutions to develop Edge Competencies? I don't know, but I suspect it isn't in their DNA to do anyway.

Get your twitter mosaic here.