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#'''VRM tools help customers engage'''. This can be with each other, or with any organization, including (and especially) its CRM system.
#'''VRM tools help customers engage'''. This can be with each other, or with any organization, including (and especially) its CRM system.
#'''VRM tools help customers manage'''. This includes both their own data and systems and their relationships with other entities, and their systems.
#'''VRM tools help customers manage'''. This includes both their own data and systems and their relationships with other entities, and their systems.
#'''VRM tools give customers scale across multiple vendors'''. This means customers can express an intent, or save a setting, or change an entry in a form (e.g. phone number or email address) across many different vendor systems, with one action."
#'''VRM tools give customers scale across multiple vendors'''. This means customers can express an intent, or save a setting, or change an entry in a form (e.g. phone number or email address), across many different vendor systems, with one action."
#'''VRM tools are substitutable'''. They don't lock individuals into any company's silo.
#'''VRM tools are substitutable'''. They don't lock individuals into any company's silo.


Revision as of 05:24, 21 June 2019

Here's a shortcut to the ProjectVRM list. More details are under #10, below.

About VRM

VRM stands for Vendor Relationship Management. VRM tools provide customers with both

  1. independence from vendors, and
  2. better ways of engaging with vendors.

The same tools can also support individuals' relations with schools, churches, government entities and other kinds of organizations.

For individuals, VRM tools and services provide or increase personal autonomy and agency.

For vendors and other service providers, VRM is the customer-side counterpart of CRM (or Customer Relationship Management) and other systematic means for engaging individuals.

In commercial contexts, VRM tools provide customers — that's all of us — with ways to operate with full agency in the marketplace. This includes the ability to control and permit the use of personal data, to aassert intentions in ways that can be understood and respected, and to protect personal privacy. VRM tools also provide ways for each of us to bear bear our own side of relationship burdens, and to have the same kind of scale across many vendors as vendors have across many customers. (An example of scale: being able to change one's address, phone number or last name, for every entity with which a customer deals, in one move.)

VRM relieves vendors of the perceived need to "capture," "acquire," "lock in," "manage," and otherwise employ the language and thinking of slave-owners when dealing with customers. With VRM operating on the customer's side, CRM systems will no longer be alone in trying to improve the ways companies relate to customers. Customers will be also be involved, as fully empowered participants, rather than as captive followers.

VRM is part of a larger picture as well. Perhaps the best name and description for that larger picture is Life Management Platforms, coined by Martin Kuppinger of Kuppinger Cole. He describes them this way: "Life Management Platforms will change the way individuals deal with sensitive information like their health data, insurance data, and many other types of information – information that today frequently is paper-based or, when it comes to personal opinions, only in the mind of the individuals. They will enable new approaches for privacy- and security-aware sharing of that information, without the risk of losing control of that information... At KuppingerCole we expect and predict that Life Management Platforms, with related standards, protocols, business models, applications, etc., will be the one technology driven component that will have the strongest influence on our everyday life (and, on the other side, on enterprise infrastructures and the Internet architecture) for the next 10 years."

About ProjectVRM

ProjectVRM's mission is to foster development of tools and services that make customers both independent and better able to engage — and to guide research on the effects of those, as they come into widespread use. In other words, our purpose is to make people as independent and engaging as possible—in a digital world where large corporate forces have more ways than ever to make people both dependent and trapped inside closed systems.

What called VRM into the world was the Internet, and the opportunities for new forms of engagement that were not possible without a worldwide network that nobody owned, everybody could use and anybody could improve. That network was born in the form we know today on 30 April 1995, when the NSFnet backbone, on which commercial traffic had been prohibited, was decommissioned. This instantly made the Internet a worldwide marketplace, and not just a side project of governments, universities and a few big companies. ISPs sprang up, along with graphical browsers, email, file transfer and the rest — all based on an open peer-to-peer protocol suite that had the effect of pushing toward zero the functional distance between everybody and everything on it — and costs as well.

However, as William Gibson told The Economist in 2003, "The future is already here – it's just not evenly distributed." This is why the full implications of the Net have emerged unevenly, and follow the differing adoption rates of DSL, wi-fi, data over cable and mobile phone systems, and the emergence of smartphones — across differing cultures, societies, income levels, network infrastructures, and levels of government and incumbent monopoly control.

The Industrial Age also didn't end when the Net showed up. For example, while many marketers embraced The Cluetrain Manifesto (which appeared on the Web in 1999 and in book form in 2000, and was co-authored by Doc Searls, who started ProjectVRM), many more saw the Net as one more way to "target," "capture," "acquire," "manage," "control" and "lock in" customers, as if they were slaves or cattle.

Here's one example of how the world has changed since we started ProjectVRM. At our first meeting, in October 2006, Paul Trevithick said, correctly, that "user install" was a huge hurdle for all developers, including future VRM ones. At the time, however, nearly all user installs were on desktop and laptop computers. There were no iPhones or Androids, and the first app stores were nearly two years away. But once those stores were in place, instantly install-able apps exploded into use, and evolved almost constantly.

But, while the user install hurdle came down on the smartphone front, the independence hurdle rose higher than ever. That's because the main sources of smartphones — Apple and Google — have come to dominate our lives to a degree that rivals or exceeds the influence of the great monopoly phone companies of the 20th Century. Independence that is still possible on general purpose PCs is not possible on iPhones and is minimally possible on Androids. Both "ecosystems" are giant walled gardens that trap both users and developers, even as users enjoy countless benefits.

Worse, our browsers and mobile devices have also became instruments of surveillance, with our activities being reported constantly back to faceless machines and software systems within business and government. This also severely limits personal independence, and puts privacy in great demand. Answering that demand today are apps that block advertising and tracking online. This is by far the most popular category in our list of VRM developments. (This is also why Doc Searls has been following the "adblock war" since ProjectVRM began.)

No doubt many other expected and unexpected changes in the marketplace will help and hinder VRM projects in the coming years. Whether or not ProjectVRM will persist until its goals succeed is an open question. What's not an open question is the whether or not the project's ideals and goals are worth pursuing.

VRM Principles

VRM development work is based on the belief that free customers are more valuable than captive ones — to themselves, to vendors, and to the larger economy. To be free —

  1. Customers must enter relationships with vendors as independent actors.
  2. Customers must be the points of integration for their own data.
  3. Customers must have control of data they generate and gather. This means they must be able to share data selectively and voluntarily.
  4. Customers must be able to proffer their own terms of engagement—and to have auditable records of all contracts to which both sides agree.
  5. Customers must be free to express their demands and intentions outside of any one company's control.

VRM Goals

In the "Markets Are Relationships" chapter of the 10th Anniversary edition of The Cluetrain Manifesto, Doc Searls writes this about the goals of VRM efforts:

  1. Provide tools for individuals to manage relationships with organizations. These tools are personal. That is, they belong to the individual in the sense that they are under the individual's control. They can also be social, in the sense that they can connect with others and support group formation and action. But they need to be personal first.
  2. Make individuals the collection centers for their own data, so that transaction histories, health records, membership details, service contracts, and other forms of personal data are no longer scattered throughout a forest of silos.
  3. Give individuals the ability to share data selectively, without disclosing more personal information than the individual allows.
  4. Give individuals the ability to control how their data is used by others, and for how long. At the individual's discretion, this may include agreements requiring others to delete the individual's data when the relationship ends.
  5. Give individuals the ability to assert their own terms of service, reducing or eliminating the need for organization-written terms of service that nobody reads and everybody has to "accept" anyway.
  6. Give individuals means for expressing demand in the open market, outside any organizational silo, without disclosing any unnecessary personal information.
  7. Make individuals platforms for business by opening the market to many kinds of third party services that serve buyers as well as sellers
  8. Base relationship-managing tools on open standards and open APIs (application program interfaces). This will support a rising tide of activity that will lift an infinite variety of business boats plus other social goods.


VRM Tools

These are ideal characteristics of VRM tools:

  1. VRM tools are personal. As with hammers, wallets, cars and mobile phones, people use them as individuals,. They are social only in secondary ways.
  2. VRM tools help customers express intent. These include preferences, policies, terms and means of engagement, authorizations, requests and anything else that’s possible in a free market, outside any one vendor’s silo or ranch.
  3. VRM tools help customers engage. This can be with each other, or with any organization, including (and especially) its CRM system.
  4. VRM tools help customers manage. This includes both their own data and systems and their relationships with other entities, and their systems.
  5. VRM tools give customers scale across multiple vendors. This means customers can express an intent, or save a setting, or change an entry in a form (e.g. phone number or email address), across many different vendor systems, with one action."
  6. VRM tools are substitutable. They don't lock individuals into any company's silo.

VRM Development Work

The list is too long to put here. So go to the VRM Development Work page.

We also have a Cooperative_Work page.

VRM Research

ProjectVRM is a D&R — Development and Reserch — project. Development has always come first. For more on VRM research, see our Research page.

ProjectVRM Resources

Conference Call archive and audio links can be found at the Community Portal page.

VRM Foci

VRM Events

Regular Events

The two events where the VRM community is gathered and maintained both happen in the same weeks, at the same location, twice per year, Spring and Fall. Those are VRM Day and IIW, the Internet Identity Workshop. VRM Day happens on the Monday preceding IIW, which happens the next three days (Tuesday through Thursday), at the Computer History Museum in Mountain View, California, which is at the center of Silicon Valley, midway between its two main airports (SFO, for San Francisco and SJC, for San Jose).

The purpose of VRM day is to prep for the following three days at IIW. Note that IIW is an unconference, so its topics are whatever those participating choose. VRM is always one of the main topics.

Upcoming Events

2018

Past Events

2018

  • VRM Day 2018a

2017

  • VRM Day 2017b
  • VRM Day 2017a

2016

2015

2014

2013

2012

2011

2010

  • VRM+CRM 2010 August 26-27 Harvard University, Cambridge, MA.

2009

2008

Other meetings and workshops take place before and during Internet Identity Workshops in Mountain View, California, each Fall and Spring. Also see Events page for some past events.

ProjectVRM Participation

We have two mailing lists:

You can edit this wiki by:

  • registering up at the top of this page
  • sending e-mail to the Project VRM mailing list asking to be enabled as an editor (to combat the spam problem). Be sure you provide your actual handle (username)

Here is a list of "VRooMers" on Twitter.

We encourage you to use the hashtag #VRM when blogging or tweeting about the topic.

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