SocialBrands Human transactions always involve two elements: the physical transaction of goods or servicesandaninvisibletransactionbetweenpeopleastheycalculatetheprobabilityofthe othershonesty. Aswellastheavailabilityofthegoodsthemselves,thishiddenassessmentwasoneofthe mainobstaclestothedevelopmentoftradeandtheeconomy.

. To overcome this and create trust, traditional societies, without a state of law or a guaranteedcurrency,usedtheirorganisationalstructurebasedonnetworks,closedgroups and hierarchies to integrate trade into those ties of organic trust. Betrayal, and therefore exclusionfromthesehumanfraternities,oftenmeantdeath. These ties were reinforced by the metaphysical impregnation of the society, by its shared beliefs,thevaluegiventorespectingconventionsandfamily,religiousandsocialauthorities, andbytheincreasingimportanceofrecognitionbypeersandthegroupsreputation.Sucha restrictive environment meant that keeping ones word within the community was obligatory. Often,theproducerofthegoodslaunchedtheinitialtradehimselfinaparticularlocation and his work was then perpetuated through family or collective tradition. From that moment, the establishment of commercial ties responded to a slow, exclusively tributary process of human relations, and was itself a serious investment involving individuals and their organisations over several generations. The crucial importance of the relationship between parties made shortterm dishonesty unprofitable as long as the transaction was partofacontextofinterdependency. Theindustrialagebrokeawayfromthisnetworkoftiesandcutitschainstosuchanextent thattheproductionofasingleproductwasspreadbetweenamyriadofsuppliersacrossthe world. From being rare and unique, most objects were now mass produced and came in almost identical forms from multiple sources. Distribution networks became gigantic storehouses for quickly turned over merchandise. The dominant producers were corporationssometimesricherthancountriesandwhoseownershipdependedonthewillof themarketsamonganinfinitenumberofshorttermshareholders.Electronicbankingoften replaced ethics and the need to maximise immediate profit shaped exchanges. The small world of transactions between acquaintances became an immense world of transactions betweenstrangers. Local shops and services managed to avoid this revolution to some extent, the former because of their remote resemblance to a tradition which preferred human relationships and the latter because of the direct presence of service providers. Nonetheless, they are increasinglyadoptingthelogicbehinditunderpressurefromthemarket.
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Thechallengefacingindustrialsocietywastoreplacetrustwithinaclosedcircleestablished intheMiddleAgeswithtrustbetweenstrangersinanopensociety. Apartfromwhenactingfromtheheart,trustistheresultofacalculationastothecostofa transgression by the other person involved in the transaction. Fraud stems from a skilful manipulationofthiscalculation. The terms of the calculation therefore had to be reconsidered to discourage lying in a societywhichhadbeenfragmentedintoweaktiesandhad detacheditselffromcollective moralobligations.TheanswerwastobefoundfirstlyinthesovereigntyoftheStateandlaw: individualshavealegalidentityinsomuchastheyarelegallyrecognisedandhaverightsand duties. This recognition was extended to legal entities. These agents (in the sense of independent players) were subject to common rules which governed their relationships; breakingthelawwaspunishedandavastadministrativesystemwatchedoverthem.Rights of ownership, including intellectual property, were assured. Finally, their exchanges were standardised and controlled: in terms of the language used, weights and measurements, timeandpapermoney. Civil society imposed democracy and freedom of expression, and created, through public opinion,anothervigorouscounterweighttoillegalmanoeuvresandmalpracticeatalllevels ofsociety. That said, traditional trade did not sell products but rather a complex service linking production, distribution and possible assistance services into a single chain of trust. Also important were fame and reputation, spread in a slow capillarity of word of mouth by consumersandextendedstillfurtherbytravellingsalesmenandtravellers. What was to be donewhen vast, initially national, markets were suddenly opened up and servedbytransportationandanewindustrialproductioncapacity? Topenetratethetangleoflocaltraders,amarketingforcehadtobeorganisedwhichcould selltheideaoftheproductbydistinguishingitfromalltheothersandgivingitanidentity and specific advantages. This is the start of a brand: making something remarkable and separating it from other similar products which are already for sale. Not just biscuits for exampledigestivebiscuits. Introducing a product was an investment for the producer and the distributor alike. Every dayitsatontheshelvesitcostmoneyand,ifitdidntsell,itwouldquicklybereplacedbya more profitable product. An unknown product therefore had to be sold as quickly as possible in as great a number as possible. The simultaneous development of mass media (press, billposting, subsequently radio and television) created the means for immediate popularfame:advertising. A universal functional system of division of labour was therefore developed: the same producers made all kinds of products which were distributed via identical channels and promoted by lines dreamt up by multiclient advertising agencies on media which were themselvesthemediumforallpromotions.Buyersknewnothingofallthis.

However,thiscomplexandanonymouschainservedanunidentifiedaudience.Atthesame time,competition between products was intensifying. Such a lack ofknowledgeabout the customers,theirexpectationsandthecompetitionwasnolongertenable.Anewdiscipline for understanding the market therefore developed on a large scale aimed at clarifying industrialchoices:marketing. Theshiftinthemarketscentreofgravityfromproducerstoconsumersrevealedthat,just as production was a result of a complex association of skills and means, so consumption couldnotbedefinedsimplyasthepurchaseofgoods.Asinthepast,itwasanintegrated combination of a mental image, advice from others, a comparison of competing offers, a purchasingenvironment,useforoneselfandothers,andtherelationshipwiththeproducer throughoutthelifecycleoftheproduct.Insum,brandswerenolongersimplytheidentityof theproductbutapsychologicalandfactual,individualandcollectiveexperience. Such an extension of a brands territory put a strain on its relationship with all the components which contributed to creating the experience attributed to the brand. Intermediation by third parties with a direct relationship with the customer, such as distributionormaintenance,representedamajorrisk:theriskofworseningtheexperience, beingsubstitutedforacompetitor(distributorbrandsforexample)orlosingfeedbackfrom customerswhichcouldbeusedtocorrectmistakesandreadjusttotheirexpectations. Moreover,beingabletocontroltheexperiencegaveanobviouscompetitiveadvantageand would allow a brand to stand out in a saturated market. That is why some established brands opened their own distribution networks and became directly involved in assisting their clients throughout the aftersale period. This was the case in the mobile telephone industry where a network of sales and assistance points was a major asset. An excellent example today is the network of Apple Stores with their Genius Bars to advise clients and solvetheirproblems. The product itself was often interchangeable and endlessly replaced by new models so its share of the consumption experience became smaller, replaced by the range of services accompanying it and the longterm customer relationship. Brands also personalised their relationshipwithcustomerswhoweresplitintocategoriestomaximisereturn. Itwasagainstthisbackgroundthattheinternetexplodedintoourlives. Theinternetwasanetworkforreachingtheanonymousmajority,givingeveryonetheability tocontacteveryoneelse.Itwasthefoundationforanunparalleledpublicconversation,the likeofwhichwehadneverseenbefore. Brandsusedtofindexpressionalmostexclusivelybyinsertingmessagesintopassivemedia, betheyobjectssuchasnewspapersorflowssuchasradioandtelevision.Withthecreation oftheinternet,theyacquiredanewdimensionandbecameinteractive:theyparticipatedin the conversation (which was now live, contradictory and symmetrical), responded, exchanged ideas, took remarks into account and evolved. On the internet brands were actinglikepeople. General conversation through a network became the leading quantitative source of information about products and services. The new medium was people. Qualitatively speaking, growing doubts over the usual authorities and official positive reports gave

additionalplausibilitytothisalternativeandcriticalexpressionfromananonymouscrowd. Reviewing these opinions and experiences was now an essential part of any important purchase,evenamobileapplicationworth0.99.Theonlineforumwaswhereyouwentto discussapurchasingdecision. The amount of voluntary and involuntary information users left on the network was a considerable resource whose exploitation made the largest companies in the sector rich: therewouldbenoGooglewithoutlinksbetweenthepagesgeneratedbyusers;therewould be no eBay without the reputation of sellers; there would be no Amazon without recommendationsfromotherpurchasers.Thiscollectiveintelligencewasincreasinglyused upstream to improve and innovate but it was also being integrated into the brand experience. The internet was therefore the place where the dominant voice, the decision to purchase and the integration ofcollective intelligenceabout products, servicesand their experience by users all congregated. Finally, it was also a sales point: the share of online trade was constantlyincreasing.Andonthesametidepreinternetmediamigratedontothenetwork, givingthemselvesachanceatmodernisation. The importance of the network increased sharply with the deployment of intelligent terminals and mobile internet. GPS, dynamic bulk buying and virtual purchase orders revolutionisedthesector.Theinternetwasdestinedtobecomeourmajorityinterfaceafter reallife;inthenotsodistantfuture,thetwowouldmerge. Finally, services devoted specifically to keeping people in touch, which made conversation theveryheartoftheirwork,werecreatedontheinternet:socialnetworks.Socialnetworks aresimultaneouslymediathroughtheparticipantsofwhichitisformed,mediators(because it is the interface for interpersonal exchanges) and distributors via the transactions they host. After an initial experimental stage where the internet was simply added to the traditional media approach, most brands, recognising the advantages of interaction with users, made the internet not a supplement to but a central part of their communication policy. Other media, including the internet, serve either to lead traffic towards online interaction organisedwithusersordirectittoanadhocsite. Social networks found themselves best placed to offer or host this interactive communication. For many brands the current experimental phase also involves relocating socialisationtotheseservices. Infact,thisisatransitorystagebecausetheinternethashadaneffectonbrandswhichis equivalent to that of industrial development in the past. It is not only about changing strategybutchangingform.
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Preinternetbrandsaddtheonlineconversationtotheiroverallapproach;newbrandsare partofitandgrowwithitfromthebeginning.Theconversationisactuallyavectorfortheir development and the only chance they have, apart from the quality of their products or services,toovertakethebusinessesofthelastcentury. Postinternet brands are characterised by an original symbiosis with their consumers with whomtheyformaverycloseunitbasedonserviceandapersonalised,ongoingrelationship. The product or service cannot be separated from its distribution, its use, services and assistancefollowup,aswellasitsrelationalnetworkwhichisitselfastakeholder.Eachstage is considered to be a service integrating the contribution of the community, be it in the initialchoiceofproductorinsolutionsincaseofconcern.Thiscollectiveinvolvementissuch that the brand could not function if it was deprived of such interactivity. In the field of distribution,goodexamplesofthismodelaretheAmericanonlineshoestore,zappos.com andtheBritishfurniturestore,made.com. Asthenetworkedaudienceistheleadingmediatoroftheexperiencewhichhasbecomethe brand, advertising communication has evolved from the messagetarget duo to the experiencenetworkpartnership.Theexperienceisthemessage;thenetworkedclienteleis themedium. Forbrandswhichdonothaveanadvertisingbudget,thecommunityaloneprovides(albeit slowly) influence and proliferation. For brands which invest in advertising, the latter becomes the most efficient accelerator in participative dynamics. Advertising creates the most powerful, fastest contact with those who will always dominant the audience: non consumers. Thepreinternetbrandmodelwasamachine,respondingtoamechanicculture.Theparts existedinthepastindependentofoneanotherandwerethenputtogethertofunction,like a series of interconnecting circles. The first circle, or nucleus, was the product and accompanyingserviceswithoutanyotherattributes;thesecondcirclewasitsidentityandits distinguishable elements (the initial definition of a brand); the third was its physical and virtualdistribution,generallywithoutanyotherlinktothebrandexceptcontractually;the fourthwasthenetworkedusers,mostofwhomdidnothavearelationshipwiththebrand; thefifthwasthelastcircle:advertising. Themodelofthepostinternetbrandisdifferent.Itisalivingorganismandanecosystem.It isrespondingtoanorganicculture,i.e.acomplexsystemofinterdependentfunctionsina unit,growingtogether.Theproduct,service,distribution,theclienteleandcommunication form an organism whose awareness and expression come from interaction between the companyanditsconsumersinanetwork. Thisunitrestsonasimpleprinciple:theorganismisasocialnetwork.Postinternetbrands aretransactionalsocialnetworks.

The question is, how relevant is this model for large established brands and the sizeable groups which manage them? The answer is that it is consumers which have provided the modelbyintegratingtheinternetintotheirdailyliveswheneveritmakesthemeasier. Assoonasconsumersvisitapostinternetbrand,whichisincreasinglythecase,manymake theattentiverelationshiptheybuildwiththatbrandtheirbenchmark,makingthetraditional absenceofsuchattentionverydisagreeableandfrustrating. Finally, any brand thrust into a network becomes a network itself, whether it wants to or not.Itisunstoppable.Denial,resistance,manipulationandpretencewillonlyaccentuatethe negativeeffects. So the change is there; the real question is whether or not it can be controlled. Yes, it is easiertocreatethanchangebutthebigplayershavedemonstratedanincredibleabilityto adapt overthe last few years. And that has been to theiradvantage. They must therefore evolvetowardsthisorganicmodelofatransactionalsocialnetwork,thenewexpressionofa brand. Thismetamorphosisisalreadyfairlywelladvanced.Itislatentoringestationamongsome currently. Further, all dramatic experiments are a learning curve. What is new is that the guidingvisionhasnowbeenlaiddown:socialnetworksarebecomingthestrategicheartof brands;brandsarebecomingsocialbrands. Evolution into a social network is not exclusive to brands. The media are experiencing the sameevolutionandareheadingtowardsinteractivefusionwiththeiraudience.Distribution isdoingthesamewithitsclientele:advice,recommendations,bundling,etc.Suchnetwork based socialisation will progressively affect all activities and consequently companies with theirteams,clientsandsuppliers,aswellaspublicbodiesasregardstheirvoters. Wherehasthispowerfulattractionfornetworksandtheirabilitytomouldourentiresociety come from? The internet has actually been the main lever for creating value in modern times.Itincreasestheuseandpotentialofthosewhoareconnected.Thosewhojointhe internetdynamicgrow;thosewhodont,dont. These networks respond to Metcalfes Law whereby the value of a computer network is proportionaltothesquareofthenumberofmachinestowhichitisconnected.Intuitively, wewellunderstandthatmobiletelephoneswithoutanetworkarenotmuchusebutthat, connected,theycanchangeourlives.Tenmachinesinanetworkequalsavalueof10,or 100,permachine;ifan11thmachineisaddedthevalueofeachmachine,includingthelast, becomes 11 or 121. If a single new machine is added all the other machines already connectedseetheirvalueincreaseby21%!Therearenearly2billionmachinesconnectedto theinternetandhundredsofthousandsarejoiningthenetworkeveryday... This law also works for people: the potential and emancipation of an individual are proportionaltothenumberofpeopletowhomheorsheisconnected.

Thisqualityofmultiplyingvalueactuallyaffectsthestructureofhumansocieties.Inthepast, the first towns were established near navigable rivers and seas because this method of transport was the most efficient and the most economic. Hydrography has shaped the divisionandorganisationofpopulations.Today,networksplaythesamerole. The overall outcome of this process is an ecosystem of interconnecting and overlapping socialnetworkswhichstemfromtheevolutionofcurrentplayersandInternetnatives. The social activity of social brands is therefore in direct confrontation with the social integration of players from the traditional model (distributors, media) and the original services of social networks which are themselves evolving. What strategy is required to succeedinthisnewenvironment? Thebeststartingpointistoexaminetheclassificationofthepublicinitsrelationshipwith thebrand. Sevencategoriesemerge,eachwithadifferentdegreeofcommitment: 1 Indifferent:thebranddoesnotexistintheirlives.Formostbrands,thisisthelargest group; 2 Opinionated: they have no experience of the brand but they talk about it to make themselves look better. Their sources are mainstream opinion, the media, the network,rumours,critics,prejudice,thepastandallthedebrisabrandleavesbehind onitsjourney; 3Undecided:thebrandhasenteredtheirmentalorphysicalenvironmentbuttheyare uncertainaboutbecomingconsumers; 4Users:theyconsumethebrandbutwithoutanyparticularattachmenttoit.Thebrand could be replaced at any moment by another basic product or service at a better price; 5Aficionados:thebrandhasenteredtheirlivesandisassociatedwiththem,creatingan emotional connection. When they talk about it, they are talking about themselves. Thisaffectionistranslatedintoglowingreportsandsometimesexpertise; 6 Contributors: the brand is part of their identity. They personalise their experience, sharetheirknowledgeandwanttohelpimproveit; 7Enraged:victimsofabadexperienceorwhoareagainstthebrandsimageandaims, theyarepersonallycommittedtowarningasmanypeopleaspossibleofitsrealor imaginedcrimes.

 Each of these groups has different expectations and needs. The brand must implement specificactionforeachofthem. 1 Indifferent: the first way of reaching them is advertising. The aim is to enter their mental world by attracting their attention and then encouraging their interest. Advertising here should be defined as above, i.e. it has an interactive purpose or destination. The best form of advertising in this instance is the use of humour, games,magic,seduction,aspiration,promises,advantagesandthesignature,allina singlestory; 2 Opinionated: they must be helped to shine, given that little extra something which willmakethemstandout.Forexample,whatwouldomega3fatsbewithoutthem? Thatiswhyshort,arrestinganecdotesmustbedistilledintothemediaandnetwork system: omega3 fats from fish oil are oxidised and inefficient; the best source of nonoxidised omega3 fat is Norwegian prawns, krill. Each opinion is replaced by onewhichincreasesthecreditofthepersonspreadingitasmuchaspossible; 3 Undecided: the key to arbitrating between contradictory motivations is peer pressure;thefeelingofdoingornotdoingwhattheothersareisveryimportant.The undecidedwillactdependingonthebehaviourandopinionsofthoseintheirdirect or indirect circle. Making them aware of someone elses positive experience is the aimofthisstage; 4Users:ofcourse,alowerpriceisattractiveandthatisamajorreasonforchanging brand.Butthereisanotheranswer:facilityandthereforeservice.Habitualusersof Amazons1click,whichallowsyoutobuyonlinewithasingleclick,quicklygetoutof thehabitofcomparingpricesonothersitesjusttosaveafewpenniesbecausethey willhavetofillinatediousformforthecompetitor.Userslivesmustbemadeeasier andtheirmainexpectation,goodservice,mustbemet; 5Aficionados:thesearethebestambassadorsofthebrandandthefirstunconditional users of new items. They appreciate being recognised as such and like becoming privilegedclientsreceivingthelatestnewsfromthebrandwhichtheywillbehappy totalkabout,especiallyifitisexclusiveinformation.Youmightcallitthepleasureof the initiated. Their strong tie to the brand must be translated into a special relationship; 6Contributors:theyareoftenignoredandyettheyconstituteoneofthemainsources ofinnovation.Anticipatingisnotjustaboutseeingwhatisinfrontof youbutalso, veryoften,whatisnexttoyou,believedtobeminororevenscorned.Inthisinstance hereareclientswhoseinventivenessisvoluntarilygiventothebrandasmuchasits users if they have questions or problems. Their intelligence must be solicited, exploited,rewardedandpubliclyrecognised.Theyarepartofthebrandsadventure;

7 Enraged: the enraged are in an inverted emotional relationship; their hatred expressestheiridentity.Theyneedtobelistenedtoandrequiresincerityandtruth. First,anymistakemadebythebrandmustbepubliclyrecognised,fixedandavoided inthefuture.Then,asconspiracytheoriesthriveonsilenceandsecrecy,thebrand must create a brandepedia or an exhaustive database about itself and raise all subjects responsibly, transparently and in good faith, not least by integrating the thoughtsoftheenragedinordertorespondtothem.Intheabsenceoffriendship, respectcanbewonanaccessibleandusefulexploit. Thefateofabrandrestsonthecontactbetweenusersandaficionados,theenragedandthe undecided, etc. Ignoring this conversation is no longer an option. In the past the question waswherewillwebetalkedabout?Today,thequestioniswhowillbetalkingaboutus? To date, brands have often introduced interesting initiatives for one or other of the categories. What has been lacking most of the time is coordination between them; they need to be part of welldesigned deliberations and continued beyond the shortterm requirementsofmarketing. Imaginingthebusinessofthefuture,itisprobablethatbrandssocialnetworkswillbeatthe heart of their work and that the mission to provide longterm assistance and leadership couldbedevolvedtoachiefsocialofficerworkingwiththevariouscurrentdisciplines. A competitive product progressively loses everything which can be reproduced by competitors,forcingittoconcentrateonitsveryessencewhichisbasedonwhatcannotbe substituted; this is its value. However, this exclusivity is sometimes not adequately emphasisedorsufficient.Itisthenthatthebrand,intermsofidentity,relationship,service, perception,habit,credibilityandattachment,makesthedifference.Online,thesevirtuesare expressed through the brands social network; that is how high the stakes are for social brands. Thus,abrandssocialnetworkisnotagadgetoraperipheryfunctionbutactuallyamajor componentofitsaddedvalueand,consequently,oneofthebestguaranteesofitsmargin. Howshouldthepublicandsocialnetworksbecoordinated?Atthispoint,adiscussionofthe lagoontheorymightbeuseful. Alagoonisasmallnaturalsaltwaterlake,separatedfromtheseabyacoralreef.Thetwo, althoughdiverse,areconstantlyinterchanging. Startingfromtheoceanofthenetwork,thereisagradientofcommitmentwhichleadsto theheartofthelagoon.Onthisgradientabrandmustusesocialmediainaccordancewith itsaims.

To begin with, the sea: the Internet and social networks; rapid mass contact with the indifferent is achieved here through advertising. The offer made to online users must encouragethemtointeractwiththebrand(individuallyorcollectively)throughactionwhich suppliesimmediategratification(games,freeservices,bargains). Then,ifsodesired,theypenetrateintotheuniverseofthebrandandjointheconversation with aficionados. The latter must benefit from information and ways of increasing their influenceinspecialisedcircles.Aconsolplayerwillalwayspayattentiontothequalityofthe information and animation provided on fan sites devoted to a game they are thinking of buying. The network of aficionados, as well as a few dedicated sites, forms the coral reef barrier. Within the lagoon itself, the brand will create a network of virtual spaces welcoming the categories closest to it, finally integrating the conversation at the centre into all the mechanisms and services the brand has made available online. Apples online service for iTunesentertainment,likethegeneralonlinestore,Amazon,integratestheintelligenceofits customersintoallstagesofthepurchasingexperienceandconservesitexclusively. From the sea to the lagoon, we move from conversation to connivance and then to integration. Thelogicbehindthisapproachistwofold: One, behind every exchange there is a hidden transaction (the inverted parallel of trade seenbefore)soinformationisonlytransmittedwithcompensationforonlineuserssuchas visibilityorrecognition.Theinformationtransmittedisonlythemeansofachievingitsaim. When a network is used to circulate information, the nature of themessage must hold as muchinterestastheimmediatebenefitforitstransmitter. Two, communication must generate a centripetal flow towards the brand and must thereforecontributetotraffic.Theaimistoleadonlineuserstothebrandssocialnetwork byusingthirdpartysocialnetworksnotasacentreofgravitybutasastageofrecruitment. Of course, this is a simplification which does not take into account the complexity and changeability of circumstances and roles. Everyone can be occasionally, and sometimes simultaneously,ahybridmemberofseveralcategories.Moreover,abrandssocialnetwork isnotasignpostedjourneybut,likeallnetworks,accessiblefromeachofitspaths.Finally, onemustadapttothestrategyofeachsocialisedplayer.

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Facebooks strategy, for example, is to monopolise the interpersonal internet. The idea behind the worlds leading social network is to go beyond the reasoning of websites to becometheinteractivesociallayeroftheentireinternetbyspreadingtoolsandinterfaces acrosstheentirenetworkwhichsteertheuserbacktoit.Thisisthecentripetalreasoning discussed before. From peoples likes to exportable lists of friends, connection mechanisms,commentsandeverythingthatmightcomeinthefuture,theFacebookproject isaboutadoptingtheaddedvalueoftheinternetconversationbetweenpeopleforitself inreturnforgoodservice. The ability to make people use their real identities and centralise interaction, creating an unprecedentedasymmetryofcontrolandinformationvisavisthirdparties,isanassetused by this service, particularly for transactions and therefore in its strong relationship with brands. The role of volume retailing for brands in the real world reflects the role some social networks may have in the future in the virtual world. Let us not be in any doubt: social networkbrandsarecoming,justasdistributorbrandswerecreated.Perhapsourbrandswill exploreadvertisingontheirfanpages.Somesearchengineshavealreadydonelikewiseby highlightingtheirownservicesinthelistofsearchresults. Similarly,currentonlinedistributors,throughthesocialisationofthesalesprocess,generate a consequent conversation (which they control) about the products they are marketing which gives them a proportional advantage visavis brands. Let us not forget that conversation is an important value because it improves the information available to consumers and widens their choice. Further, conversation cannot be freely duplicated at will;itistheresultofaslow,deliberatehumanprocesswhichcannotbeestablishedfrom onedaytothenext.Thatiswhythedistributorwiththemostconversationwillcertainlysee an increase in traffic and correlated sales. Such additional intermediation will increase its powerinanynegotiations. Some brands remain reticent to this evolution which calls into question the old decision makingprocesses,territory,powerandhierarchyestablishedalongtimeago.Theveryword socialhasunionorpoliticalconnotationsorsuggestsacitizenbasedcommitmentfromthe company. It does not appear suitable. These are obstacles which have to be overcome. Organisationsaremadetoevolveandwordsareconstantlyenrichedwithnewmeanings.If people ask today if you are Mac or PC they dont want to know if you are a pimp or politicallycorrect. This is worth repeating: social networks are not a bit of fun. The stakes are high and merciless. Factories will close and brands will disappear because this has not been understoodortakenintoaccount. Socialbrandscannotbeseparatedfromtheirrelationshipswhichareanintegralpartoftheir value. They must therefore make sure that these relationships accompany the brand, are distributedwithitandsharedwhereveritisfound. Howcanthisbeachieved?

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 At present, most brands have a galaxy of sites, some more active than others, some the remnants of past operations, others welcoming active microcommunities. But they often conversewiththepubliconsocialnetworks.Bytakingitastepfurther,thisistheirchoiceas things currently stand: an uncontrolled audience on social networks or control but no audienceontheirownsites. Awareness of themselves as a social brand means that they cannot accept this situation: investinginsomeoneelsestrafficandsomeoneelsesbrand;buildingacommunityforthe brandbutwhichbelongstoathirdpartyoverwhichithasnocontrolasregardsitsuse.Even experts in shortterm management, seduced by its apparent immediate efficiency, are unsure. Although the issue can appear abstract initially, it becomes clearer when seen as a metaphor:wouldyouliketohaveyourownkidneysorbeondialysis? A second issue concerns the authenticity of the exchanges which givethe conversation its value. The complexity of our individuality is expressed in the different people and groups with whom we talk. We use different registers depending on the audience and context: parentsevening,sportsclub,friendsatwork,eveningsout,etc.Wecansayanythingbutnot toeveryoneoratthesametime.Whenconnectedtoasocialnetwork,assoon asweare aware that we are addressing everyone, using our real identity, in a single context which cannotbedeletedandcanbereinterpretedatwill,ourwordssuddenlyhavethefreshness andspontaneityofapoliticalstatement. Detoxifyingourwordsmakesconversationssterileandtheylosetheirinterestforusersand brands.Sincere,immediateanduncalculatedconversation(theonlykindwiththepowerto haveanimpact)migratestowardsotherhorizons,othernetworksdifferentiatedbycontext, needsandaudienceunderpseudonymswherewecantalkfreely. Whatisbeingplanned(andSkyrock.comisthepioneer)isjointintegration.Whatisthis?A brand integrates a social network by giving it its environment and its colours; the ergonomicsofthesocialnetworkandthebrandcometogetherinasharedprojectwitha purposeforonlineusers.Thebrandisthereforeitselfattheheartofthesocialnetworkand becomes a useful destination. That is what Skyrock has done with Kohop, an aid social network, in collaboration with CocaCola. The same is true of Waka, a site for discussing measuresforthenewgenerationincollaborationwiththeGovernmentInformationService. Thiskindofjointintegrationwillbeginanewstagewiththemutualisationoflistsofshared friendsanddetailednetworkingwiththebrandssocialworld. Jointintegrationisalsoexpressedthroughapplicationsorserviceswhichfacilitateuseofthe social network, again working for online users but also directing them towards the experienceofthebrand.

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 Social brands express their identity on the internet through a network of service, conversationandinformationinterfacesinrelationwithallthesocialplayers.Itsteersthis ecosystem by encouraging reciprocal influences and intersections, and contributes to its autonomyanditsfreedomofexpression. Further, it must behave like a social player with both the social networks and the distributors,whichmustacceptontheirpagesthelinksandmodulesdirectinguserstothe brandsconversationalforum.Itwillopenitsownmarketingspacesondistributorsitesand on its own. Every time it will offer the most comprehensive experience, including its transactionalsocialnetworkasmuchaspossible. Todate,thefrontierlineshavenotbeenestablished;territoryoverlapsandisinastateof flux. This is the time to take up positions which, in the future, will appear obvious. The socialisation of brands will lead them all to organise themselves according to their history andtheirresources.Howcanyoucombinetheexpertiseofbrandsandsocialnetworking? Thereisnoonesolutionbut,forthosewhohaveunderstood,itisnowarace. The other, parallel, race underway is accessing and processing data resulting from such intensesocialactivity. Accessisakeyissue.Hewhohasknowledgeabouttheclienthaspoweroverthosewhodo not.Brandshaveoftenbeenpushedasidebydirectinformationflowdistributionnetworks. This is a problem in the real world and is an invitation in the virtual world. By definition, social brands have access to this information from customers because they form an empatheticwholewiththeircontributionsandconversations.Theothersrenewcostlyand dangerousdependencies. Processingrequiresmappinglinksandcategorisingrelationshipsandexchanges.Then,you needpowerfulITalgorithmstoextractknowledge,trendsandfutureprobabilitiesfromthis flow of anonymous bits. From this mass of data will emerge past, present and predictive indicatorswhichwillchangethebrandsdirectionandallowittoadjustdemandtoneedsas closely as possible, instantaneously. This is key to optimising costs and improving profitability. Itshouldbeaddedthat,throughindividualisedfollowup,brandswilllearnsomethingthat banksandmobiletelephoneoperatorshavealreadylearnt:theneedtosensitivelyadaptto everyonesexpectationsandoftentoanticipatethem. Finally,suchcustomermappingmustbeaccompaniedbyarangeofindicatorsandmeasures toquantifyreturnoninvestmentandintegratetheinformationintobrandsoperationaland financialmanagement. Social brands are a revolution which some will judge to be futuristic. For consumers, however, it is the return of the original human relationships for which they have always beennostalgic.

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Intherealworldlyingisprofitableintheshorttermandtruthisprofitableinthelongterm. On networks truth and quality are immediately profitable because consumers spread information.Anew,oftenforgotten,obligationtotakethingsintoaccount,payattention,be transparent, be reliable and take care therefore emerges thanks to the pressure of the network. Theinvisibleshareofmoralmotivationandreputationwhichusedtobeworthasmuch,if not more, than immediate gain, is returning in a new form. The eye of the people has replacedtheeyeofGodandhiskind.Itisthereturnoftrust,theonlyrealdefinitionofa brand. PierreBellanger
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