MyToday: Magic of Micro Emails (Part 4)

Daily Delights

I had tried multiple variants around MyToday after the SMS service had to shut down a decade ago because of the increase in SMS pricing. There was MyToday Mobs (SMS groups), MyToday mobile portal and MyToday Store (paid SMS subscriptions). All of them failed. For some reason, the “MyToday” word stayed with me – it evokes something that is personal and current. I kept imagining different kinds of consumer services with that name. And that is how the current MyToday idea came to life – merging the microcontent subscriptions idea with email as a delivery channel.

MyToday in its latest avatar is a 2-sided platform – publishers and subscribers. And it is free for both. What binds them together is permission – subscribers voluntarily opting in to content from publishers. Publishers can be media companies, FMCG brands, pharma companies, consumer electronics manufacturers or even political parties – anyone with a message that can be made into small capsules that would be of interest to recipients.

The “free” part for brands is an innovation – no one offers communications free for enterprises. Netcore is perhaps the only email service provider globally who can do this – because of its email experience combined with the lowest operating costs. This is a way to make email more inviting and exciting for businesses and their present and future customers. My hope is that this will open up new vistas for Netcore globally – and help us connect with businesses for their regular email communications also.

MyToday is an experiment – let’s see if it works. It has to spread virally for it to succeed. I will need to build both sides – the publishers and the subscribers. I have started with a small team that publishes content on 20+ channels to begin with. Hopefully, this can interest enough subscribers to get the flywheel going.

For me, the four alluring elements of MyToday are:

  • Push: content is delivered to the inbox – there is no need to visit multiple sites to consume it
  • Microcontent: each message is short and to the point, and thus can be consumed is just a few seconds
  • Curation: each micron is chosen and crafted by a person, rather than aggregation with little regard to what may be important or interesting
  • Variety: multiple options available in a single place, rather than having to go to different sites to discover interesting content

What I like is that I can now stay updated without having to worry about the low signal-to-noise ratio on other sites and channels. I know the most important news at a glance twice a day. I like the thoughtfulness of the daily quote. I am discovering my love for poetry, and learning to like Hindi kavitas. My hope is that each of us will discover something we like – and over time, it becomes a habit. Like MyToday SMS once was.

Tomorrow: Part 5

MyToday: Magic of Micro Emails (Part 3)

Email Power

Email is what Netcore has excelled at over the past 20 years. We had started by setting up Linux-based email servers for corporate customers (as an alternative to the very expensive Microsoft Exchange). A decade later, around 2007-8, we launched an email marketing platform for companies who needed to do mass mailing to their subscribers. A few years later, we added an email API service. Through the years, email has powered Netcore’s growth. Today, Netcore is amongst the top 5 global email platforms, delivering over 10 billion emails a month for its enterprise customers.

Even with the rise of alternate communication and interaction channels (SMS, WhatsApp, push notifications on mobile apps), email’s charm has stayed. For many, their email address is their identity. With the mobile number, the email address is the only other universal option which allows a business to communicate to its customers. The ability to ‘push’ messages direct to an inbox is what makes email so attractive. Of course, this ease has also come with abuse – as spam has risen through the years. Consumer email service providers like Gmail have also risen to the challenge to ensure as clean an inbox as possible.

The alternatives – SMS and WhatsApp – don’t have the same advantages that email has. SMS in India costs almost 10 times that of email. (The SMS inbox is now filled with spam that is very hard to control.) WhatsApp has many constraints for businesses seeking to engage with their customers and is nearly 30 times more expensive than email. The humble email still wins hands down – in terms of cost and convenience.

Email-based communications from businesses is what fills our inbox. Most are long with many different clickable options. At times, we read and act. But many times, we just ignore. This is where I began to wonder – could the ideas that made MyToday SMS a success be applied to email? Short emails that can be read in just a few seconds and which subscribers actually looked forward to. The religious quote (“voice of God”) in the morning, the joke in the evening, the news and market updates during the day, a bedtime story or poem, the health tip, the factoid I did not know – all curated and delivered to my inbox. Without me having to wade through zillions of Twitter noise or website pop-up ads. Simple, clean messages readable in a few seconds that inform and educate.

While we could create a number of such content channels, the brand opportunities were also significant. I would love to get nutritional messages from Amul, health tips from Cipla, gadget updates and usage tips from Samsung, book excerpts from Penguin, OTT recos from Netflix, short news explainers from Indian Express, and more – and I would willingly give my email ID to brands to communicate with me. “Keep them short – and I will give you each 15 seconds of my attention daily.”

And thus was born the idea for the new MyToday – via email.

Tomorrow: Part 4

MyToday: Magic of Micro Emails (Part 2)

MyToday SMS

In late 2006, I had started a service very similar to the idea I just described over SMS – it was called MyToday Dailies (and later MyToday SMS). It was a free subscription service – all one had to do was to SMS – START <channel_name> to subscribe and STOP <channel_name> to unsubscribe. The service grew rapidly – person-to-person, one subscription at a time. At its peak, it had over 4 million subscribers with an average of 2.5 subscriptions per person, and we were sending 12 million SMSes daily. Each subscriber had opted in and could opt-out any time they wanted. It was a true daily delight for people!

I had presented about MyToday at a conference in September 2008 and here is how I summarised it:

To subscribe to any of our 50+ SMS channels – ranging from News to Cricket, from Health Tips to Beauty Tips, from Jokes to the best movies to watch on TV tonight -people just have to send a single SMS. It could not be easier.

Here are some figures that will speak to how HUGE the potential is.

  • Our free SMS subscription service, MyToday Dailies, has grown to 3.7 million subscribers in less than 2 years – all via word-of-mouth. We continue to add thousands of new subscribers daily.
  • We send 12 million SMS everyday – accounting for 4% of India’s SMS traffic.

The daily SMS we send has become a habit for MILLIONS of people. The right-of-way we have because of that habit we created can now be monetised in various ways: from ads to leads, from paid channels to transactions.

We recently had Nielsen survey over 2,000 subscribers of MyToday. Here are some amazing statistics. The average age of the subscriber base is 25 years. 75% of the 3.7 million subscriber base is less than 30 years. Nearly 80% belong to SEC A and B.

75% of the subscribers read every SMS that they receive. For the vast majority, MyToday has become the primary source of receiving news and information.

Some other posts from that period:

  • September 2008 (reflecting on the launch of the service): Doing SMS services was actually going a step backward. But I put my ego aside and decided to give that approach a try. It did come down to a decision I had to make — Go or No Go. Luckily, I chose Go despite some misgivings. And that was how MyToday Dailies was born.
  • September 2008: “We grew slowly for the first couple of months. We had started with CRICKET, but then launched some more SMS channels. I remember a picnic we had gone on New Year’s Eve and us celebrating the 10K unique subscriber figure. All growth was happening word-of-mouth. We had done some initial promotion on radio and through flyers, but nothing after that…It was the New Year of 2007 which brought a tremendous surge in growth. And the channel which powered that for us was BIBLE. The word-of-mouth growth for that had to be seen to be believed — every day saw a few thousand subscribers signing up. This was complemented by NEWS and CRICKET (perennial favourites). We also had a few ads in Mumbai local trains up that month. Suddenly, the positive spiral of growth was at work and it was like going back to the early days of some of the websites that I had launched. People loved the fact that the SMSes just came to them — they were casually interested in News or Cricket, and this was a good way to stay updated with what was happening.”
  • August 2008: Netcore has succeeded in creating a unique new model of VAS through its award-winning product portfolio ‘MyToday’ (GSMA Mobile Innovation Global awards 2008, Runner-up, ‘True Mobile Startup’ Category). It has created a phenomenally successful direct-to-consumer service, MyToday SMS dailies, building up a subscriber base of over 3.5 million users in less than 2 years. This new ‘digital mass media’ service is currently ad-supported & free to user, demonstrating for the first time that VAS services need not always be paid for by subscribers. Businesses can contribute to generating revenue as well. This new model needs to evolve to a broader definition of VAS wherein a Right of Way is created to a subscriber & businesses pay for that right of way. We believe that subscriptions will be key driver in this ‘VAS 2.0’ paradigm.

The service came to an abrupt halt in 2009 when TRAI increased SMS pricing overnight to combat spam. What was a sub-1 paisa SMS became almost an order of magnitude more expensive. We were sending over 1 crore SMSes daily at that time. We obviously could not spend 10 times more and survive. Our efforts to persuade TRAI that ours was an opt-in service and should not be clubbed with other messages did not work. (On a separate note: this was yet another example of how hard it is to do business in India – regulatory action killed a promising, award-winning service overnight.)

The viral growth of MyToday Dailies (SMS) at that time stayed with me. And in recent times, I wondered if such a service could work in today’s times over email.

Tomorrow: Part 3

MyToday: Magic of Micro Emails (Part 1)


Imagine getting very short emails from brands you like and trust that inform, educate and delight. These “micro newsletters” (microns, as I term them) can be read in 15-30 seconds unlike the regular emails that we typically get from brands which are full of images, text and links. Think of them like SMSes – you want to see them right away rather than later. The microns are not ad-driven, but content-rich. They could have breaking news, market updates, thoughtful quotes, recipes, health tips, travel recommendations, an excerpt from a poem, a brief on a new topic. The point is that you, as an email subscriber, see them almost as soon as they come. And in that fleeting moment, you are also exposed to the brand. Microns come daily and automatically – at the same time. Their goal? Become a habit in your life.

For a brand, microns are easy to create because they are much shorter. They daily connect with the recipient (customers or prospects) helps foster a closer bond. Emails tend to have a low open rate – which is where microns come in. Because they can be instantly consumed, there is no reason to leave them for later. It is almost like SMSes – we tend to see them as soon as we get them because we know it will only take a few seconds. Email still remains the most inexpensive communication channel – costing a fraction of the cost of sending SMS or WhatsApp. While app notifications have a zero cost to send, they do not have a 100% delivery rate – since many users simply turn off notifications. Useful microns can be shared on WhatsApp or other social media thus creating a potential viral effect and bringing in future customers to the brand.

Now imagine if microns can be made free for brands and with a double opt-in for subscribers – it’s a win-win on both sides. Recipients do not get any spam, while brands can scale the base without worries of cost implications (especially since messages are sent daily). Sounds too good to be true? This is exactly what MyToday aims to do – offer free daily email newsletter subscriptions that are valuable to both consumers and brands. It is the first-of-its-kind 2-sided platform – free for both sides (publishers and subscribers).

There are many questions that can be asked: In a world awash with content on websites, apps and social media, why is a new format – or even more content – needed? Our inboxes (Email, SMS, Whatsapp) are anyways crowded – why fill them up even more? Do we really need to get these microns daily? If everyone starts doing them, won’t that defeat the purpose? How many sources of news, recos and tips do we really need? All good questions that I will address. But before that, we will take a trip down memory lane.

Tomorrow: Part 2

New on hippoBrain and MartechBrain


  • E13: Navroz Udwadia (Falcon Edge)
  • E14: Ashwini Asokan (Mad Street Den)
  • E15: Akhilesh Tilotia (Author, The Making of India)
  • E16: Ramesh Mangaleswaran (McKinsey)


  • E6: Mudit Seth on Scaling Business with Content
  • E7: Sanjay Suri on Building Tech Platforms as Moats
  • E8: Ajay Kashyap on Personalisation
  • E9: Nduneche Ezurike (Endy) on Employee Marketing and Analytics


New on hippoBrain and MartechBrain

There is a new episode each week.

New on hippoBrain over the past 4 weeks:

  • Ramaraj (ex-Sify)
  • Arvind Sivdas (Kabaddi Adda, sports analytics)
  • Jayesh Ghatge (ThoughtWorks)
  • Neha Barjatya (Rajshri Entertainment)

New on MartechBrain over the past 2 weeks:

  • Gagan Singla (Digital Consumer Psychology)
  • Anand Siva (Customer Engagement)

Both are available on YouTube and podcast channels.

How Velvet Rope Marketing can transform Customer Loyalty (Part 14)

CEO Commitment

We have discussed the first four elements of how VRM can transform customer loyalty: CDP, CLV, CX and CL. It is time for the fifth and final ‘C’ – and perhaps the most important of them all. CEO. If the digital transformation of marketing has to succeed, then it has to become the most important priority of the CEO.

A CEO should remember Peter Drucker’s wise words: “Because the purpose of business is to create a customer, the business enterprise has two–and only two–basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.”

Marketing as a function is also being impacted by technology. The customer is becoming increasingly digital and engaging with the business through many different touchpoints. What customers want is a continuity of experience. For example, if a Best Customer who has primarily shopped online enters an offline store, the right time to identify such a customer to provide an enhanced experience is right at the moment of entry, and not at checkout. This can only be possible if all customer interaction points are digitised. Customers are willing to share personal information if they know that data can provide them with a special, superior experience.

All that a CEO has to do is to wear the hat of a customer, and then see the experience provided. We are all customers of many different brands. Think about those brands where we have a deep connection with– both from an emotional and financial standpoint. Are we really special for the brand? Will the brand miss us if we are gone? Sadly, for most brands, the answer will be a No.

Every CEO says that customers are the most important focus for their business. And yet, much of the nitty-gritty is left to the marketing department. The ideas that we have discussed call for a complete transformation of the way businesses think about marketing. Such effort cannot be delegated – it has to be led from the front. For the VRM initiative to succeed, it needs to cut across every function that touches the customer – and therefore it has to be on the CEO’s agenda.

That is the opportunity CEOs have – to become the leaders in the effort to completely transform the way customers interact with their brands. Here, the focus needs to be on the experience provided to the brand’s Best Customers. A loyalty program is not the be-all and end-all of engagement. Rather, it may actually lead CEOs and businesses down a sense of false satisfaction. This is where the idea of Velvet Rope Marketing comes in. It can be the fulcrum for the transformation that customer loyalty needs. Forward-thinking CEOs can be the customer centricity champions in this journey and put their companies on the path to capturing industry profits and becoming a “profi-poly.”


How Velvet Rope Marketing can transform Customer Loyalty (Part 13)

Continuous Learning

CDP, CLV and CX (customer experience) are the first three steps in the process of transforming loyalty using VRM. The fourth step is CL (continuous learning) – creating a feedback loop where new data is ingested by AI-ML systems to create an even better system. Daily, and forever. This is a marketer’s dream – where every action taken by a customer is fed back into the system, and that is used to further personalise the content and experience.

What used to be a slow, time-consuming process by analysts can now be done by machines faster, better and cheaper. This lays the foundation for the 4Rs of customer experience – right message to the right person at the right time on the right channel. CL is at the heart of this world of “omnichannel personalisation”. It is even more important to do this for the most important customers.

So, what exactly is CL? Here is a short overview from Vincenzo Lomonaco:

Continual Learning (CL) is built on the idea of learning continuously and adaptively about the external world and enabling the autonomous incremental development of ever more complex skills and knowledge.

In the context of Machine Learning it means being able to smoothly update the prediction model to take into account different tasks and data distributions but still being able to re-use and retain useful knowledge and skills during time.

The simplest application of CL is in scenarios where the data distributions stay the same but the data keeps coming. This is the classical scenario for an Incremental Learning system.

You can think of a lot of applications like Recommendation or Anomaly Detection systems where data keeps flowing and continually learning from them is really important to refine the prediction model and in the end improve the service offered.

However, nowadays, for most of the commercial DL applications it’s ok to re-train the model from scratch with the cumulated data. The game becomes really interesting instead when the scenario keeps changing over time. This is where Continual Learning really shines and other techniques are unable to solve the problem.

In the world of marketing, the rise of digital customers is creating a continuous stream of data. Machines are best placed to process this and then provide the necessary guidance on the next best actions for every customer. While brands can apply this to all customers, the critical requirement must be to do this for the Best Customers. These 20% customers are where all personalisation efforts need to be super-charged. CL is the way to make systems better daily. If a system becomes 1% better each day, over a year the improvement is 3700%, or 37 times. That’s the power that an AI-ML powered CL system can deliver.

Tomorrow: Part 14

How Velvet Rope Marketing can transform Customer Loyalty (Part 12)

Customer Experience

We now come to the third step – the CDP is in place, the CLV has been calculated, and the Best Customers have been identified.  The next focus is on creating a differentiated customer experience for the Best Customers so they maximise their spend with the brand, and also refer friends and family members. The attributes of the Best Customers can then be used to acquire new customers with similar characteristics, thus creating a Best Customers flywheel. As we discussed earlier, every category has a limited number of Best Customers, and a brand’s focus should be to maximise such customers. This is the key to generating ever-increasing profits despite competitive pressures.

Velvet Rope Marketing is the solution that can provide the differentiated customer experience. I have written extensively about VRM in previous essays:

Here is an overview of how VRM works:

The big idea in VRM is in differentiated customer experiences that go beyond a loyalty program. Every aspect of the business must be involved in ensuring that Best Customers are treated like royalty. Because such experiences are rare, businesses which do this will stand out. All we have to do is to look at our own interactions with brands – in most cases, we will find that even where we are loyal customers, the experience we get is ordinary. This is the monotony that brands have to break, and VRM provides an ideas framework to do exactly that.

More information is available on, and the Ideas page gives a number of suggestions on how to get started with creating memorable customer experiences.

Tomorrow: Part 13

How Velvet Rope Marketing can transform Customer Loyalty (Part 11)

Customer Lifetime Value

Once the CDP is in place and all customer data is aggregated, the next step in using VRM to anchor a transformation in customer loyalty is to calculate the customer lifetime value (CLV) as a prelude to segmenting customers.

Here are a few quotes from Wharton professor Peter Fader on CLV, sourced from Retail Touchpoints:

The differences [between customers] are staring us in the face. And not only are customers vastly different from each other, but their lifetime value varies by orders of magnitude.

If you can come up with a lifetime value measurement, it’s like a number shining over each customer’s head. CLV provides a different framework for running a retail or brand business. Rather than focusing on product, you would want to figure out what you could do for these really valuable customers. What products and services should you offer to enhance the value of those customers, and to find more customers like them.

The truth is you’ll only get so far with innovation and efficiency; to succeed, you need to think of your customers as individual entities.

If you can quantify the CLV, you can figure out what kinds of discounts you should be offering — or, what kinds of value-enhancing activities you should offer instead of discounts.

Focusing on CLV doesn’t mean ignoring the remaining 80% of customers, but it does mean paying more attention to the high-value 20%.

There are many ways CLV can be wrongly calculated. Many brands just use an average of transactions done in a period of time to estimate CLV. A flawed CLV calculation will lead to an incorrect identification of Best Customers.

The right way to calculate CLV is to look at the recency and frequency of transactions, and then estimate future transactions for each customer. This is the model we use in VRM, building on work done by Peter Fader and others.

Here is an explanation of a CLV model proposed by Fader, Bruce Hardie and Ka Lok Lee in a paper entitled “RFM and CLV: Using Iso-Value Curves for Customer Base Analysis”:

The challenge we face is how to generate forward looking forecasts of CLV. At the heart of any such effort is a model of customer purchasing that accurately characterizes buyer behavior and therefore can be trusted as the basis for any CLV estimates. Ideally, such a model would generate these estimates using only simple summary statistics (e.g., RFM) without requiring more detailed information about each customer’s purchasing history.

In developing our model, we assume that monetary value is independent of the underlying transaction process. Although this may seem counterintuitive (e.g., frequent buyers might be expected to spend less per transaction than infrequent buyers), our analysis lends support for the independence assumption. This suggests that the value per transaction (revenue per transaction × contribution margin) can be factored out, and we can focus on forecasting the “flow” of future transactions (discounted to yield a present value). We can then rescale this number of discounted expected transactions (DET) by a monetary value “multiplier” to yield an overall estimate of lifetime value:

CLV = margin × revenue/transaction × DET

Once the CLV has been correctly calculated, the easy next step is to segment customers and thus get a clear idea on the Best Customers.

Tomorrow: Part 12