New Technologies and Branding Innovation and Technology Set Coordinated by Chantal Ammi Volume New Technologies and Branding Philippe Sachetti Thibaud Zuppinger First published 2018 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address: ISTE Ltd 27-37 St George’s Road London SW19 4EU UK John Wiley & Sons, Inc 111 River Street Hoboken, NJ 07030 USA www.iste.co.uk www.wiley.com © ISTE Ltd 2018 The rights of Philippe Sachetti and Thibaud Zuppinger to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 Library of Congress Control Number: 2017962519 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library ISBN 978-1-78630-197-0 Contents Prologue xi Introduction xv Chapter What is a Brand? 1.1 The brand: a concept built from relationships 1.2 The brand is anthropomimetic 1.3 The brand as merchant 1.3.1 Exaggeration 1.3.2 Celebrity 1.3.3 A matrix for modeling celebrity? 1.3.4 Fallibility 1.3.5 Exaggeration, fame and fallibility: the trio from hell 1.4 The Brand exposed 1.5 All Brands are controversial 1.6 Leader? Tough luck! 1.7 The Brand is not set up for conflict 1.8 The Brand is not always agile (and that is an understatement) 1.9 The irrational reactions of the Brand 4 11 12 13 16 18 19 21 Chapter Conflict 25 2.1 Etymology of conflict 2.2 What is a conflict? 2.3 When is there a conflict? 2.4 Conflict is complex 2.5 Experts of a small piece of the whole 2.6 Conflict can be an asset 2.7 The words of attackers are traps 25 26 27 27 28 29 29 vi New Technologies and Branding 2.8 The words you use are also traps 2.9 (Here) conflict is not 2.9.1 Conflict is not latent hostility 2.9.2 Conflict is not an accident 2.9.3 Conflict is not a judicial procedure 2.9.4 Conflict is not a game 2.9.5 Conflict is not a crisis 2.10 The characteristics of conflict 2.11 What you think of when someone says conflict? 2.12 When someone says conflict, what should you think about? 2.13 What Sun Tzu has to say 2.14 What Simmel thinks 31 32 32 33 34 34 35 36 37 38 38 39 Chapter The Players in Conflicts 41 3.1 The five agents of conflict 3.2 The “attacked” is the Brand 3.3 The attacker 3.3.1 Deciphering it in 12 points 3.3.2 Who are they? Are they isolated individuals, connected individuals or aggregate groups? 3.3.3 What is their level of cohesion, unity? 3.3.4 What are the official reasons presented? 3.3.5 What is their expected benefit? 3.3.6 What is their strategy: destroying confidence, preventing activity? 3.3.7 What are their beliefs, and how deep they go? 3.3.8 How intense is their commitment? Are they ready to “go all the way” with it? 3.3.9 What is their history with the Brand? Among the critics, are there any who have been employees, customers or competitors of the Brand? 3.3.10 What is their level of interconnection or differentiation with the Brand? 3.3.11 What are their supports, their backers, their alliances? 3.3.12 What are their strengths and their means (financial, intellectual, media, etc.)? 3.4 The expected benefits 3.4.1 Weakening (winning is a failure) 3.4.2 Obtaining the recognition of harm 3.4.3 Obtaining reparations 3.4.4 Revenge 41 42 43 44 45 46 46 46 47 48 48 49 50 50 51 51 52 53 54 54 Contents 3.4.5 Correcting 3.4.6 Prevention 3.4.7 Destruction 3.4.8 What the attacker wants to damage 3.5 Allies 3.6 The audience 3.6.1 Immature humor, more than ever 3.6.2 Do not touch the nice ones 3.7 The arbitrators 55 55 55 56 57 58 59 61 62 Chapter Hostility, from Yesterday to Today 65 4.1 The places, times and forms of conflict 4.2 The competition 4.3 The public square 4.4 The court 4.5 The borders of conflict: between separation and the contact zone 4.6 The temporality of conflict 4.7 What the conflicts that engage the brand look like? 4.8 Guerrilla warfare and terrorism, excellent value for money 4.8.1 The fly’s strategy 4.9 Scandal 4.10 Alert launchers 4.11 The social dynamics of conflict 4.12 Skepticism and modernity 4.13 Conspiracy theorizing 4.14 The scapegoat 4.15 The mystery of herd behaviors 4.16 Rumors 4.17 The crowd 4.18 Lynching 4.19 Trust, the first victim of conflict 65 65 66 67 67 68 68 69 70 71 74 76 77 78 79 83 84 85 87 88 Chapter The Techniques of Conflict 95 5.1 Old methods “botoxed” for the digital age 5.1.1 The trap hoax 5.1.2 Denigration 5.1.3 Petitions 5.1.4 Boycott and buycott 5.2 New digital techniques 5.2.1 Astroturfing 5.2.2 Persona management vii 95 95 100 101 102 105 105 110 viii New Technologies and Branding 5.2.3 Google bombing 5.2.4 Trolling 5.2.5 Denial of service attacks 5.3 Databases as a tool for scandal-mongering 110 111 114 115 Chapter Preparing for Conflict 117 6.1 Building a strong brand 6.1.1 Brand ladder 6.1.2 Identity prism 6.1.3 The pyramid of qualities 6.2 The narrative scheme 6.3 Stabilizing opinions 6.4 The art of the reply 6.4.1 Managing conflict from the start 6.4.2 Knowing the forces in play: the absolute obligation 6.4.3 Organize yourself 6.4.4 You have a point of view Say it, loud and clear 6.4.5 Train your teams 6.4.6 Take charge on social networks 117 120 120 120 121 125 127 129 129 130 131 131 132 Chapter Acting in Conflict 135 7.1 Five possible reactions to attack 7.1.1 The silent expectation 7.1.2 Indifference 7.1.3 Negotiation 7.1.4 Commitment 7.1.5 Capitulation 7.2 Can we refuse to acknowledge that we are wrong? 7.3 Apologizing costs less than it pays 7.4 Apologies and low points 7.5 The Streisand effect 7.6 Are you going there? Keep zen and in control 7.7 Keep a conflict journal 7.8 Orchestrate engagement techniques 7.8.1 Public debate 7.8.2 One-upmanship – the fatal embrace 7.8.3 Exhaustion 7.8.4 Make jokes, not war 7.9 Tell a story that is stronger and more appealing than the attacker 7.10 Tweak and revise your actantial model 135 136 136 136 137 137 137 139 141 142 143 145 147 147 148 149 149 152 153 Contents 7.11 Imagine the actantial model of the attacker 7.12 Adopt your assertiveness, even by forcing yourself a little 7.13 Conflict is a theater of improvisation 7.14 Prepare to be spontaneous 7.15 Attention to detail 7.16 Seven tips and tricks to improvise without fear 7.17 The semiotic square: judo instead of boxing 7.18 Moving conflict onto new terrain 7.19 The merchants of doubt ix 154 155 157 158 160 162 163 165 168 Conclusion 171 Epilogue 177 Appendix 179 Bibliography 183 Index 185 Index of Brands 187 Prologue The door had just slammed shut, the noise still resonating all across the floor In the seven years that Véronique had been the general manager of VheTech, she had never felt such a violent burst of anger Her serenity, her unassailable composure and her incredible ability to take a step back from things won her admiration, and her employees saw this as a major reason for the company’s success Véronique was furious “From a success to a fraud”, read the title of the long article dedicated to VheTech in a widely circulated magazine Two weeks earlier, she had agreed to speak with a journalist who was very interested in the sector, especially the recent, incredible innovations happening at VheTech But this article showed a perplexing bias It was an outrageous scandal The day after it came out, the content of the article was then picked up by many other media outlets How did things get to this point? There is no way that woman could be a journalist Journalists not things like this Who, then, was behind the poisoned pen that wrote this piece? Who ordered this stream of lies? A competitor? It was a carefully set trap It could not have been anything else That afternoon, an emergency meeting was called with her closest staff They urgently needed to react Her communications director suggested an immediate response on social networks There, the controversy was blowing up at a rapid pace The tweets repeating the details of the report multiplied They were becoming a real tidal wave And every time, or almost every time, they set off a discussion And ultimately, discussion was not a big enough word xii New Technologies and Branding Rather, it was a loaded process where words like “crook” and “impostor” were thrown around, along with other insults “We can’t let our reputation go up in smoke; we need to respond.” “Of course, but how?” “Our most aggressive detractors are mainly on Twitter; they even started a hashtag.” “We’ll create a Twitter account and respond to everything.” “We know them.” “We don’t care That’s not really the problem.” Two weeks later, the results were in But they were nothing like what was expected The 30 or so tweets published by the firm were the subject of many retweets mocking them, and the page was bombarded with derogatory and even frankly insulting comments The top ten puns also went around on a few news sites Véronique was beset by a profound sense of failure How could she get out of this situation? “I’ll write to all our clients and I’ll a press conference It’s a standard response, but at least we will be stepping up to the plate with tools that we know by heart.” The letter was sent The writing was superb, crisply argued and with a heartfelt conclusion that called for renewed confidence, the same confidence that had always allowed for strong and lasting relations between VheTech and all of its clients and partners Now, she just needed to focus on the press conference A new and more elaborate argument, preparation for questions and answers, live training, etc This press conference had to show impeccable professionalism, in order to put a definitive end to this conflict that was beginning to plague the company from within People spoke very little, got 180 New Technologies and Branding Figure A.1 The five agents of conflict A.3 Name a conflict leader and a team The idea of re-establishing military hierarchies would seem to go against the current zeitgeist, but conflict requires flawless organization, arbitrations and quick decisions, even if they are concerted Anyway, we need a leader and a team Whether a man or woman, the ideal leader is a native of the country, trilingual (French, English and the language of the country) and has the ability to quickly and easily relate to people The leader will ensure the initial training of his or her team and the preparatory work in a very short time, and will establish strong and lasting relationships with the largest number of local players He or she will need to be assisted This will mean at least one person, ideally three The roles of each will be specifically defined in a period of calm A.4 Teach the team the Brand The Brand is a representation that can be compared to a character, because it is the Brand that comes into contact with consumer-citizens, and forges a strong and durable bond with each of them to maintain their trust Building a brand means choosing points of view, convictions, worldviews, values, qualities, faults, style, way of life, friends, enemies, etc Learning the Brand means including all these personality traits and bringing them to life In conflicts, this quasi-theatrical game is essential Appendix 181 A.5 Teaching the team about conflict The team, assembled around the leader of conflict, must work in full cooperation, even under pressure Having the same level of knowledge of conflict is essential, since this will save time in taking action by avoiding internal debates and differences of messages in the heat of the moment Sharing control of conflict is what transforms the conflict-suffering into a conflict saga The roles assigned to everyone depend on each situation and, above all, on each team Nevertheless, three tasks must always be assigned: – to collect (all information about the current conflict); – to speak (to respond); – to share (continue keeping your conflict journal, and share it with the dedicated team, the extended team of the subsidiary and the parent company) A.6 Choose and mix up the forms of response at each step A conflict is a process that evolves over time At each new stage of conflict, it is necessary to question the way in which the events take shape and the attitude to be adopted Not one reaction is preferable to another and none is a bad choice by nature The key to success lies in adapting the reaction to the nature of the conflict For the conflict leader, several attitudes are possible: – indifference: the Brand may decide not to enter conflict Since they are too weak and poorly organized, opponents not represent any threat, and answering them would instead give them the legitimacy they are seeking; – waiting: the decision is made to accept conflict, but without haste Rather than blindly moving forward, time is taken to ascertain the validity of the alliances that have been forged, to learn about the situation and to assess 182 New Technologies and Branding the intensity of the commitment of the adversary This also avoids suffering the effects of the opponent’s rhythm; – negotiation: if the claims expressed in conflict are either deemed acceptable, or the two parties ultimately have more to lose than gain in engaging in conflict, finding a common ground is a solution to consider; – commitment: this is the most typical kind of attitude taken once a conflict occurs The attacked group responds to the attacker The conflict is accepted, and each party tries to push its adversary to accept its conditions; – capitulation: having failed on an unquestionable point, the attacker cannot engage in conflict without suffering even greater damage Capitulation is probably the fastest way to shut off a conflict Bibliography [BOU 12] BOULAY S., “Exploration du phénomène d’astroturfing : une stratégie de communication usurpant l’identité citoyenne dans l’espace public”, Communiquer, vol 7, pp 61–84, 2012 [BRO 16] BRONNER G., La pensée extrême, comment des hommes ordinaires deviennent des fanatiques, PUF, Paris, 2016 [CHA 16] CHALIAND G., Pourquoi perd-on la guerre ? Un nouvel art occidental, Odile Jacob, Paris, 2016 [COE 14] COE K., KENSKI K., RAINS S.A., “Online and uncivil? Patterns and determinants of incivility in newspaper website comments”, Journal of Communication, vol 64, no 4, pp 658–679, 2014 [DE 05] DE BLIC D., LEMIEUX C., “Le scandale comme épreuve Eléments de sociologie pragmatique”, Politix, vol 71, pp 9–38, 2005 [DES 08] DESSIBOURG O., “Au CERN, la rumeur menace les chercheurs”, Le Temps, p 3, September 10, 2008 [FES 56] FESTINGER L., RIECKEN H.W., SCHACHTER S., When Prophecy Fails: A Social and Psychological Study of a Modern Group that Predicted the Destruction of the World, University of Minnesota Press, Minneapolis, 1956 [FRI 00] FRISOU J., “Confiance interpersonnelle et engagement : une réorientation béhavioriste”, Recherche et Applications en Marketing, vol 15, no 1, pp 63–80, 2000 [GAL 16] GALINSKY A.D., SCHWEITZER M.E., BROOKS A.W., “Comment et quand s’excuser quand on est une entreprise ? Un guide pas pas”, Harvard Business Review, pp 72–81, August–September 2016 New Technologies and Branding, First Edition Philippe Sachetti and Thibaud Zuppinger © ISTE Ltd 2018 Published by ISTE Ltd and John Wiley & Sons, Inc 184 New Technologies and Branding [GIS 88] GISCARD D’ESTAING V., Le pouvoir et la vie, vol 1, Cie 12, Paris, 1988 [GUR 99] GURVIEZ P., “La confiance comme variable explicative du comportement du consommateur”, in USUNIER J.-C., HETZEL P (eds), Actes du Congrès International de lAssociation Franỗaise de Marketing, Louis Pasteur University, Strasbourg, vol 15, pp 301–326, 1999 [HES 95] HESS J., “Construction and assessment of a scale to measure consumer Trust”, in STERN B.B., ZINKHAN G.M (eds), Enhancing Knowledge Development in Marketing, vol 6, pp 20–25, 1995 [KET 95] KETS DE VRIES M., Leaders, fous et Imposteurs, Eska, Paris, 1995 [KIS 69] KISSINGER H., “The Vietnam negotiations”, Foreign Affairs, vol 48, no 2, p 214, 1969 [KOT 12] KOTOVTCHIKHINE S., “Si vis pacem para bellum ou si vis pacem, para pacem”, Paix et constitutions Colloquium, Dijon, France, September 20–21, 2012 [NYS 15] NYSTRÖM I., VENDRAMIN P., Le Boycot, Presses de Sciences Po, Paris, 2015 [ORE 12] ORESKES N., CONWAY E.M., TREINER J., Les marchands de doute, Le Pommier, Paris, 2012 [PAR 13] PARASIE S., “Des machines scandale Eléments pour une sociologie morale des bases de données”, Réseaux, vols 178–179, pp 127–161, 2013 [SIM 15] SIMMEL G., Le conflit, Circé Poche, Paris, 2015 [STE 16] STEIN J., “Why we’re losing the Internet to the culture of hate”, Time, August 29, 2016 [WEG 89] WEGNER D., White Bears and Other Unwanted Thoughts: Suppression, Obsession and the Psychology of Mental Control, Viking/Penguin, New York, 1989 Index A G Anger, 16, 18, 46, 70, 97, 129, 141, 157 Apologies, 139–142 Greimas, 121, 157, 163 Guerillas, 166 C Confidence, 11, 44, 47, 56, 74, 89– 93, 96, 110 Conflict, 88, 91–93, 95–133, 135– 169 Controversy, 10, 14, 43, 127, 162, 168 Crisis, 14, 15, 17, 18, 26, 33, 35–37, 68, 71, 79, 81, 102, 141, 146, 151 Crowd, 30, 76, 80, 83–87, 103, 106 D, E Digital, 14, 45, 47, 59, 61, 70, 88, 95, 100, 105–115, 131, 143 Doubt, 9, 77, 78, 89, 91, 92, 97, 98, 155, 167–169 Emotion, 6, 17, 22, 33, 54, 61, 62, 72, 87, 142, 145, 149 I Indignation, 16, 17, 61, 72, 92, 136 J, K Journalist, 41, 99, 107, 108, 115, 128, 145, 159, 161, 162 Kairos, 35, 130, 160 N, O Narrative scheme, 121–125, 155, 163 Opinions, 12, 13, 21, 45, 83, 100, 101, 103, 105, 109, 125–127, 156, 161, 168 P Public, 6, 12, 13, 16, 30, 36, 37, 51, 53–57, 59–61, 66, 72–74, 76, 87, 104, 106–109, 142, 143, 146–150, 154, 158, 160, 162, 168, 169, 173, 174 New Technologies and Branding, First Edition Philippe Sachetti and Thibaud Zuppinger © ISTE Ltd 2018 Published by ISTE Ltd and John Wiley & Sons, Inc 186 New Technologies and Branding R Rana Plaza, 11 S Scandal, 3, 11, 13, 15–18, 45, 48, 54, 56, 71–77, 115, 116, 154 Scapegoat, 18, 73, 79–83, 113 Social networks, 11, 33, 45, 61, 95, 101, 107–110, 112, 132, 136, 142, 173, 174 T, V Theater, 41, 157–160, 175 Troll, 52, 111–113 Vengeance, 54 Index of Brands A L, M AOL, 111 Apple, 8, 62, 104, 105, 148, 149 Auchan, 11, 166, 167 Lactalis, 17, 18 Mars, 15 Michel et Augustin, 14, 55 C, E N CERN, 85 Coca-Cola, 104 E Leclerc, 161, 162 Nature et Découvertes, 84, 85 Nutella, 104 O, S F Findus, 73, 74 Fly, 123, 124 OVH, 114, 115 Sainsbury’s, 150, 151 Samsung, 107 G T, V Gap, Google, 110, 111 Greenpeace, 29, 45, 60, 104, 148, 149, 161 Taco Bell, 33 TF1, 111 Total, 54, 90–91, 169 Volkswagen, 3, 48, 51, 55 H, I HEC, 100 Ikea, 17, 123, 152 New Technologies and Branding, First Edition Philippe Sachetti and Thibaud Zuppinger © ISTE Ltd 2018 Published by ISTE Ltd and John Wiley & Sons, Inc Other titles from in Innovation, Entrepreneurship and Management 2018 CORLOSQUET-HABART Marine, JANSSEN Jacques Big Data for Insurance Companies (Big Data, Artificial Intelligence and Data Analysis Set – Volume 1) 2017 ẠT-EL-HADJ Smạl The Ongoing Technological System (Smart Innovation Set – Volume 11) BAUDRY Marc, DUMONT Béatrice Patents: Prompting or Restricting Innovation? 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Technologies and Branding always, reactions are more complicated, more costly and more random than prevention Brand managers would have every incentive