But the customer can’t come first, can’t be in charge, and can’t lead, without tools of her own: tools that give her ways to interact in common ways across all the companies she deals with. Ways that give her leverage:
She already has some of those tools. The Internet. The Web. EMail. The phone system. Credit cards. Cars. All of those give a person scale, in roughly the same way that using a common language or a common currency gives a person scale.
For an example of absent scale at work, look at what a customer needs to do when she changes, say, her email address, preferred credit card or last name. She has to go from one website to another, over and over again, logging into all of them separately, like a bee buzzing from one flower to another across a whole garden—only taking a lot more time and wasting a lot more energy.
The reason we have that situation is that companies are still leveraging industrial age norms, in which every company works to “own” the customer, and her experience, separately and exclusively. This is why, even though we’ve been living in a networked world for a quarter century, and we all carry highly advanced digital devices in our pocket and purses, we remain stuck in a world where every company we deal with has its own unique and different ways of dealing with us, and of providing us with ways for relating to them.
The plethorization of separate and unique “customer experiences” (“CX” to the industry) is only compounded with each new company we deal with—and worse, with each new law imposing obligations on companies that will implement compliance differently. We see this today with all the separate ways we “consent” to being tracked by companies doing their separate best to comply with the GDPR and the CCPA as well. Those laws embody the assumption that we still live in an industrial world where all agency over personal privacy resides on the corporate side, rather than on the personal one.
This is why better CRM, CX and GDPR/CCPA compliance approaches actually make the problem worse. Since all are different and exclusive, each one adds unique forms of cognitive and operational overhead on both the corporate and the personal side of every “relationship” that really isn’t.
It’s as if every company required a different language, a different handshake, and a different keyboard layout.
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. That’s 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, her credit, her cash. (See The Cash Model of Customer Experience.) 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.
Here is what we have been looking for, from any and all of them together—
- Ways to manage gradual, selective and trust-based disclosure of personal identifiers, starting from a state that is anonymous (literally, nameless).
- Ways to manage our many administrative identities (the ones by which companies and other organizations know each of us), as well as our sovereign source identities (how each of us know ourselves).
- 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 we deal with, in one move.
- Ways to share personal data (e.g. purchase or service intentions) selectively and in a mutually trusting way, with every company we deal with.
- Ways to exercise full control over our sovereign data spaces (e.g. PIMS) for every thing each ofus owns, and within which reside our relationships with companies that support those things.
- Ways to engage with existing CRM, call center and other relationship systems on the vendors’ side.
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, working to manage all these different relationships with all these different cards, apps, websites, logins, passwords and the rest of it.
Apps for doing those things should be as substitutable as a car, a wallet, a purse, a phone, an email client. In other words, we should have a choice of apps, and not be stuck again inside the exclusive offerings of any 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 go-to apps of our own.
One of our jobs at Customer Commons is to stand with the customer as she watches those tools and services being built, and weighs in with input and intelligence of her own. If you want to help us do that, follow @CustomerCommons and DM us there after we follow you back. Thanks.