Showing posts with label data. Show all posts
Showing posts with label data. Show all posts

Friday, February 20, 2015

Will the internet of things finally kill privacy?

Why the FTC's new report doesn't go far enough

In the internet of things, the Federal Trade Commission sees the possibility of flourishing new markets. But it also sees a prologue to Black Mirror: in a new report that probes the privacy implications of connected devices, the commission surveys a landscape of possible dystopian futures. Get ready for invasive marketing, unending consumer surveillance, invisible nudging, and new potential for government spying and novel forms of hacking.

The report seeks to identify the dangers to consumers presented by the internet of things. How might information gleaned from a car GPS, fitness tracker or smart refrigerator lead to negative effects on your creditworthiness, employability, or insurance premiums? As a prelude to the development of best practices, and perhaps new legislation, the FTC aims to establish industry standards for data gathering and use.

Get ready for invasive marketing 

While the FTC does not call for a law specific to networked devices, it does invite Congress to pass broad data-security legislation that would shield consumers, at least in part, from the headline-screeching data breaches like those that recently afflicted Sony, Target, and Home Depot. And it preaches a gospel of data minimization: companies ought to keep as little data as needed, dispose of it when it’s no longer required, and strip identifying information out of it when possible.

Internet of Things
As a political document, the FTC’s report has the sterile touch of evenhandedness. In its pursuit to illuminate the social ramifications of car trackers, healthcare wearables, and thinking thermostats, the commission had to simultaneously manage the regulatory anxiety of hardware manufacturers, analytics firms, and insurance providers. And in the Beltway balancing act of public interest on the one hand and capital "I" Innovation on the other, the FTC appears almost too timid to follow through on its own research.

That the pervasive collection of information from within our homes might create automated forms of profiling, discrimination, and exploitation seems, to the commission, merely secondary to reassuring strategic business interests. But the FTC has started a conversation that many privacy experts are eager to continue. Compared to Congress, which has an internet of things hearing scheduled for today — led by Senator John Thune (R-SD) who’s vying to maintain a laissez-faire capitalism approach to data privacy — the FTC will likely remain the stronger advocate for reform.

The growing powers of corporate surveillance
I spoke with David Rose, CEO of Ditto Labs and a researcher at MIT Media Lab, about the challenges posed by connected objects to consumers and society. Rather than focus on insidious government supervision — of the thought-policing Snowden variety — Rose emphasized the growing powers of what we might call corporate surveillance. Connected devices enable corporations to amass evermore granular intelligence about customers to better predict our shopping habits. According to Rose, even as companies like Acxiom and Epsilon have been compiling data address by address on every family in America with thousands of fields for every household, the unexpected uses of consumer data are evolving. And they’re doing so in ways that aren’t clear to the public.

Rose explained the business potential of tailored advertising and marketing inference using his own company’s work. Ditto scans publically available photographs on social media. And based on who’s driving a Jeep, clutching Prada, slugging a Red Bull or sporting Patriots gear he’s able to draw conclusions on what consumers prefer and what purchases they might be "susceptible" to in the near future. "We call it affinity data," he said.

Beware predictive analytics
Pam Dixon, the executive director of the World Privacy Forum, is concerned less with marketing novelties than with other unsettling uses of data harvesting. "I think we have to be very conscious about focusing on advertising as the horrifying thing here," she told me. "It’s not the fact that someone sees an ad for a shoe. The problem is the secondary uses by data brokers and in predictive analytics."

As a broad example, Dixon described a situation where, in exchange for a premium discount, an insurance provider might require customers to wear an activity tracker in their house, perhaps counting their steps, measuring their stress, or recording the things that they eat. For individuals with chronic diseases, who require wheelchairs, have PTSD, or were born with genetic disorders, this paradigm swallows people up and spits out systemic bias. The model assumes that "everyone is young and fit, or can become that way," she said.

It’s also unclear what boundaries exist for employers, insurance companies and law enforcement to act upon personal data gathered by sensor-based devices. Questions like who owns the data, where it is stored, if it’s encrypted, how it can be used, and whether the data can be repackaged and sold for purposes not expected by consumers remain unanswered.

"The FTC, I think, would like to see legislation about this," Dixon said. "There’s just no roadmap that says here’s how we do that in the internet of things. There’s just none," she said.

"There's just no roadmap." 

Despite these criticisms, certain consumers stand to gain by allowing remote monitoring of their vehicles, homes, and bodies. Scott Peppet, a professor at the University of Colorado School of Law, has studied the economic incentives that propel the growing trend of voluntary disclosures. It’s a trend the internet of things is likely to accelerate.

Until recently, firms have mined publicly available data to create rough profiles of consumers based on their purchases, credit history, driving record, and other factors. With its ubiquitous data-reaping technology, the internet of things allows firms to simply verify information with our permission. Companies get real-time access to how fast we drive, how often we brake, and how quickly we turn. Good drivers will get cheaper car insurance. Bad drivers will likely pay more.

"Simple self-interest will drive self-disclosure by those with favorable private information," Peppet writes. The healthiest and wealthiest among us, those with the strongest credit lines and best reputations, will wish to signal their vitality and income to the insurers, banks, and retailers that will trade preferential treatment for verified consumer data.

where consumer choice is a mirage
But this "opt-in model" only looks like consumer choice, Peppet argues. In fact, he says, it’s a mirage. Immense economic pressure could eventually coerce everyone into sharing their information with firms, since not disclosing your data will itself imply that you are undesirable. Or that you carry a high burden of risk. The economic punishment of non-disclosure, Peppet suggests, will be worse than actually sharing your Chipotle fixation. 

"Eventually, even those with the worst private information may realize that they have little choice but to disclose to avoid the stigma of keeping information secret," he writes. In Peppet’s future of full disclosure, privacy will become unraveled because opting out will be too costly. In order to compete for work, to become eligible for attractive loans and to qualify for affordable insurance, we’ll have to pay the price of our personal data. To participate, to make our lives fully visible to corporate actors, will be the only real option.

Dixon, Peppet and others advocate the enforcement of data-use restrictions. Privacy scholars cite the FCRA, which regulates consumer reporting agencies, and GINA, a law that keeps genetic information off limits to insurance pricing and employment decisions, as legislative models to draw from.

The FTC has to nod pleasantly to the industries it regulates. But the internet of things has dragged the agency into unfamiliar territory. Deference to industry in the absence of any true data privacy rules represents a judgment that market efficiency is more important than potential social harm. The internet of things may very well generate profound convenience, improved quality of life, and perhaps even wonder! But it may also render old prejudices invisible, sorting and ranking and pricing us not just by who we are but how we behave in our most intimate spaces. What stories will be told by the accumulated whispers of inanimate objects? The benefits of enriched datasets may be obvious. The costs, however, are not.

Tuesday, June 18, 2013

Data is Worthless if You Don't Communicate It

by Tom Davenport 

There is a pressing need for more businesspeople who can think quantitatively and make decisions based on data and analysis, and businesspeople who can do so will become increasingly valuable. According to a McKinsey Global Institute report on big data, we'll need over 1.5 million more data-savvy managers to take advantage of all the data we generate.

But to borrow a phrase from Professor Xiao-Li Meng — formerly the Chair of the Statistics Department at Harvard and now Dean of the Graduate School of Arts and Sciences — you don't need to become a winemaker to become a wine connoisseur. Managers do not need to become quant jocks. But to fill the alarming need highlighted in the McKinsey report, most do need to become better consumers of data, with a better appreciation of quantitative analysis and — just as important — an ability to communicate what the numbers mean.

Too many managers are, with the help of their analyst colleagues, simply compiling vast databases of information that never see the light of day, or that only get disseminated in auto-generated business intelligence reports. As a manager, it's not your job to crunch the numbers; but — as Jinho Kim and I discuss in more detail in Keeping Up with the Quants — it is your job to communicate them. Never make the mistake of assuming that the results will "speak for themselves."

Consider the cautionary tale of Gregor Mendel. Although he discovered the concept of genetic inheritance, his ideas were not adopted during his lifetime because he only published his findings in an obscure Moravian scientific journal, a few reprints of which he mailed to leading scientists.

It's said that Darwin, to whom Mendel sent a reprint of his findings, never even cut the pages to read the geneticist's work. Although he carried out his groundbreaking experiments between 1856 and 1863 — eight years of painstaking research — their significance was not recognized until the turn of the 20th century, long after his death. The lesson: if you're going to spend the better part of a decade on a research project, also put some time and effort into disseminating your results.

One person who has done this very well is Dr. John Gottman, the well-known marriage scientist at the University of Washington. Gottman, working with a statistical colleague, developed a "marriage equation" predicting how likely a marriage is to last over the long term. The equation is based on a couple's ratio of positive to negative interactions during a fifteen minute conversation on a "difficult" topic such as money or in-laws. Pairs who showed affection, humor, or happiness while talking about contentious topics were given a maximum number of points, while those who displayed belligerence or contempt received the minimum. Observing several hundred couples, Gottman and his team were able to score couples' interactions and identify the patterns that predict divorce or a happy marriage. 

This was great work in itself, but Gottman didn't stop there. He and his wife Julie founded a non-profit research institute and a for-profit organization to apply the results through books, DVDs, workshops, and therapist training. They've influenced exponentially more marriages through these outlets than they could possibly ever have done in their own clinic — or if they'd just issued a press release with their findings.

Similarly, at Intuit, George Roumeliotis heads a data science group that analyzes and creates product features based on the vast amount of online data that Intuit collects. For his projects, he recommends a simple framework for communicating about each analysis:
  1. My understanding of the business problem
  2. How I will measure the business impact
  3. What data is available
  4. The initial solution hypothesis
  5. The solution
  6. The business impact of the solution
Note what's not here: details on statistical methods used, regression coefficients, or logarithmic transformations. Most audiences neither understand nor appreciate those details; they care about results and implications. It may be useful to make such information available in an appendix to a report or presentation, but don't let it get in the way of telling a good story with your data — starting with what your audience really needs to know.

Tom Davenport

Tom Davenport

Thomas H. Davenport is visiting professor at Harvard Business School, the President’s Distinguished Professor of IT and Management at Babson College, and a research fellow at the MIT Center for Digital Business. He is coauthor of the new book Keeping Up with the Quants and the best-selling Competing on Analytics.

Wednesday, June 5, 2013

Five retail technology trends you should know about

Here are some of the retail marketing trends that might just help you create a standout customer experience

B&Q store sign
 
B&Q is a good example of a company doing brand journalism right, one of five retail technology trends you should know about. Photograph: Graham Turner for the Guardian 
 
Brand journalism
To keep the brand front of mind between purchases, retailers are turning to journalism. Brand journalism has been prevalent in the travel industry for years (think of in-flight magazines) – but the opportunities for this in retail have exploded with more channels available through which to drive content directly to customers.

B&Q is a good example of a brand doing this right. For anyone searching for home building or eco news, they will likely stumble upon B&Q's video how-to guides and expert interviews. This doesn't just deliver brand reinforcement; it gives the customer additional value to keep them returning to the content (and products) throughout the year.

In this content battleground, retailers are looking at simple ways to source this content and give it character. Customers are a really excellent source for this. Why not crowdsource content via social channels or bespoke tools like Scoopshot and ask for votes, photos or views?

For a retailer such as John Lewis that sells itself on customer service, it's also effective to crowdsource internally. There's always a rich source of ideas and opinions hiding within the team, such as mums with a keen interest in blogging, or university students with a creative writing specialism.

This extra content is particularly effective outside of the sales cycle for that customer, as a way to drive continual engagement. For perfume shops this may be during the first half of the year; for clothing retailers this may be in between seasons; and for automotive retailers this may be over several years.

Brand journalism should be an ongoing commitment for retailers, to hit consumers with relevant information continuously, so that when the time is right for that next purchase, the retailer is in the best possible position. 

Engaging customers in real-time
All retailers have the ability to engage a consumer in real-time, and serving data back to customers generates a more interactive experience. The travel industry is the star performer here, with most hotel booking sites now showing real-time information such as how many rooms are left, or when the last room was booked. Publishers and events websites often show how many people are on the website at that time, to give the viewer a sense of community within the website itself.

Retailers are embarking on real-time by replicating the best of all channels. If someone is shopping they'll buy the item that's nearest. Through live information shoppers can quickly compare online prices by location and availability. Providing tools to see where products are located nearest or cheapest can satisfy the customer and counteract the much-feared danger of showrooming (shopping and comparing online while in store). 

Recognising small anomalies in data
Sometimes small irregularities can deliver the biggest opportunities. Those are often the customers who are searching for something particular, and are more likely to be in purchase mode than a casual browser.

If a shopper clicks on the swimwear section of a fashion retailer website in November, there's a good chance they have a holiday planned. Leading the follow-up email with information on the bikini range – even if it's just in the subject line – can generate rich returns. Retailers are starting to pick out the smaller, out of place results from huge data sets to yield greater returns. 

Rewarding customer curators
There is a major movement towards individual customers curating their own collections of products. Any consumer can become an affiliate, and a number of tools have been launched that enable consumers to aggregate their favourite or recommended content.

Self-affiliates are, in the most simple form, those people who are bookmarking your site, or building wishlists and Google shortlists. These principles extend to sophisticated affiliate platforms such as import.io, which allows you to mix results from multiple retailers and refine your own virtual "department store" through which friends can make purchases. Retailers are facilitating these brand advocates by offering more social icons and shareable links to products. 

Questioning local marketing initiatives
Overseas online sales are set to soar sevenfold to £28bn by 2020 (OC&C and Google). This forecast may have UK retailers imagining complex multi-language website infrastructure builds, but this doesn't have to be the case.

Some brands are finding that simply replicating what they do in the UK for a different geography doesn't give the levels of return they would require. The cost of implementing website and marketing content in a relatively small market doesn't always provide the anticipated return on investment.

Another option is to channel sales through partners with a local presence in that market. Retailers can achieve in-store and online placement in local department stores to host international growth.

The fact is that data shows a lot of this international growth is happening through home websites and retailers choosing to ship internationally. So retailers need to think carefully before making a major investment in local language websites and content.

Jon Stanesby is associate director of strategic services at Responsys