Christopher Carfi

(Please note: Haystack links in this post have been updated since the original posting, in order to point to currently correct sites.)

If you look over to the right, you see the Social Customer Manifesto. It’s all about putting the customer in charge. REALLY putting the customer in charge. So, we’ve built something that lets customers take a significant step, and allows them to explicitly define and state the types of relationships they want with their service providers. Most significantly, this gives a customer the power to navigate profiles of individuals in an organization and choose with whom they want to work, as well the ability to be matched with individuals within the selling organization based on similarity of their backgrounds and interests.

We’re calling it “Haystack.”

What’s been broken with so-called “Customer Relationship Management” systems so far is that, well, they don’t really focus that much on the customer, do they? Under the rubric of “CRM,” there have been three primary classes of systems: sales force automation, customer service and call center automation, and marketing automation. All of these look at the world from the seller’s point of view. And all of them focus on how the vendor can crank more customers through a particular process in a given unit of time. They don’t necessarily help to truly build relationships between individuals. In fact, they are more likely to commodify it.

There has been a considerable amount of research done in this area, and there in an increasing body of data that suggests that building this kind of “enterprise social network” has measurable benefit for both customers and vendors alike. Perhaps the cornerstone of recent work in this area was done by Lichtenthal and Tellefsen, and is called “Toward a Theory of Buyer-Seller Similarity.”

“These findings suggest that internal similarity [perceptions, attitudes, and values] can increase a business buyer’s willingness to trust a salesperson and follow the salesperson’s guidance, and therefore, increase the industrial salesperson’s effectiveness. In contrast, the literature also indicates that, under most circumstances, observable similarity [physical attributes and behavior] will exert a negligible influence on a business buyer’s perceptions or a salesperson’s effectiveness. Thus, the key finding is that it is more important for buyers and sellers to ‘think alike’ than ‘look alike’.”

(n.b. The Lichtenthal and Tellefsen paper has an outstanding reference list that significantly confirms their findings.)

In a nutshell, here’s how Haystack works:

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(click to enlarge)

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In addition to trying this out ourselves, we’re starting to have some great conversations with folks like Collective Intelligence and Seedwiki about how this idea can grow.

Similarly to how Robert Scoble and Shel Israel are developing their book, Naked Conversations, out in the open, we are following a similar path with Haystack. We want customer feedback. We NEED customer feedback. (And we don’t want people to think we suck.)

Why we’re doing this? I think Peppers said it best here:

“Companies are faced with commoditized products. They’re faced with well-informed consumers who are bidding them against the competitors and are less loyal. The only real defense is creating a relationship with customers.”

To date, there just haven’t been tools like this aimed at the enterprise, that take this idea of creating real relationships between individuals and providing a means for customers to explicitly state their case, and determine with whom they want to do business at a real, interpersonal, non-synthetic level. So, we built one.

Naturally, a blog just for feedback about Haystack has been set up, and it is located here: Haystack Feedback Loop

[update] The Cerado Haystack Forum can be found here.

In particular, we’d love thoughts on:

• Business Feedback
• Technical Feedback
• And, of course, (eeek!) bugs

This is going to be fun. Acorns. Oaks.