Rebuilding Bebo: Shaan Puri reveals his plans for the social network

"The biggest lesson is that the social products that succeed are non-obvious"

Last month, Michael Birch, the founder of the once-popular social networking site Bebo, reacquired the platform for a fraction of the price he sold it for in 2008. 

Besides releasing a tongue-in-cheek video previewing the relaunch of the network, the company have been reluctant to release details about its ongoing development.

I caught up with Bebo's new CEO, Shaan Puri. 

The network is currently being promoted through a self-deprecating satire of a corporate video. What was the thinking behind this?

It took a series of simple decisions:

Firstly to decide not to be boring. Most companies just put up a text landing page with a paragraph that says "sorry...blah blah...coming soon."

Secondly to decide to be honest. I hate when brands try to make a 'cool comeback' when they haven't been relevant in years. You can't throw money at the problem, hire celebrities and run fancy advertisements. People are too smart to be fooled. We are going to refresh the brand now that it's back in the hands of its original founders, but before you can move forward, you must acknowledge the present first. It was a risk, but so far the reaction has been tremendous. People like that we chose to do something funny, honest and self-deprecating.

A brand is an embodiment of the people behind it. Michael and I like to joke around, and don't take things too seriously. So for us, doing a spoof corporate video sounded like fun.

The new Bebo is launching initially as mobile-only. Why?

The concept we have for the new Bebo really works as a mobile app. This is fortunate, because the idea we are excited about for the new Bebo fits into a huge trend right now of people being connected via smartphones.

The social networking landscape is so changeable and unpredictable. Bebo's rise and fall epitomizes this. Why do big companies still invest so willingly?

I think there are two reasons:

1. Its really unlikely that a large company built around a completely different type of business model would ever internally create a social product that wins over the masses. Big companies find it hard to innovate outside of their core product. Yahoo would never be able to create Tumblr from scratch. Even Google has struggled to do it with Google+.

2. Social networks grow fast, and have incredible network effects. Even companies that understand 'social', such as Facebook, find it hard to compete with the Snapchats and Instagrams of the world. Once the big companies notice a startup is worth copying, the startup has built up too much velocity with its viral growth to be stopped.

What lessons have you learnt from the mistakes of other social networks?

Good question. I think the biggest lesson is that the social products that succeed are non-obvious. They sound silly, or like toys at first. Facebook, Twitter, and most recently, Snapchat. Next thing you know, they've disrupted everything.

There has been a lot of press recently about harassment on social networking sites. How should they police their communities?

Like any community, it starts with the people you attract, and the value system they are buying into when they join the site. Luckily, Michael has unique experience in growing a social network from just a few users to many millions, and is familiar with the challenges of managing a community through each phase of growth.

What has presented the greatest challenge in the development of the new Bebo?

We are doing two things at once, which is always tricky. On one hand, we're rebuilding the image of Bebo, and at the same time, we're building the actual product. Both need to be done very well for us to succeed.

Bebo. Photograph: Getty Images

James is a freelance journalist with a particular interest in UK politics and social commentary. His blog can be found hereYou can follow him on Twitter @jamesevans42.

Photo: Getty
Show Hide image

Like it or hate it, it doesn't matter: Brexit is happening, and we've got to make a success of it

It's time to stop complaining and start campaigning, says Stella Creasy.

A shortage of Marmite, arguments over exporting jam and angry Belgians. And that’s just this month.  As the Canadian trade deal stalls, and the government decides which cottage industry its will pick next as saviour for the nation, the British people are still no clearer getting an answer to what Brexit actually means. And they are also no clearer as to how they can have a say in how that question is answered.

To date there have been three stages to Brexit. The first was ideological: an ever-rising euroscepticism, rooted in a feeling that the costs the compromises working with others require were not comparable to the benefits. It oozed out, almost unnoticed, from its dormant home deep in the Labour left and the Tory right, stoked by Ukip to devastating effect.

The second stage was the campaign of that referendum itself: a focus on immigration over-riding a wider debate about free trade, and underpinned by the tempting and vague claim that, in an unstable, unfair world, control could be taken back. With any deal dependent on the agreement of twenty eight other countries, it has already proved a hollow victory.

For the last few months, these consequences of these two stages have dominated discussion, generating heat, but not light about what happens next. Neither has anything helped to bring back together those who feel their lives are increasingly at the mercy of a political and economic elite and those who fear Britain is retreating from being a world leader to a back water.

Little wonder the analogy most commonly and easily reached for by commentators has been that of a divorce. They speculate our coming separation from our EU partners is going to be messy, combative and rancorous. Trash talk from some - including those in charge of negotiating -  further feeds this perception. That’s why it is time for all sides to push onto Brexit part three: the practical stage. How and when is it actually going to happen?

A more constructive framework to use than marriage is one of a changing business, rather than a changing relationship. Whatever the solid economic benefits of EU membership, the British people decided the social and democratic costs had become too great. So now we must adapt.

Brexit should be as much about innovating in what we make and create as it is about seeking to renew our trading deals with the world. New products must be sought alongside new markets. This doesn’t have to mean cutting corners or cutting jobs, but it does mean being prepared to learn new skills and invest in helping those in industries that are struggling to make this leap to move on. The UK has an incredible and varied set of services and products to offer the world, but will need to focus on what we do well and uniquely here to thrive. This is easier said than done, but can also offer hope. Specialising and skilling up also means we can resist those who want us to jettison hard-won environmental and social protections as an alternative. 

Most accept such a transition will take time. But what is contested is that it will require openness. However, handing the public a done deal - however well mediated - will do little to address the division within our country. Ensuring the best deal in a way that can garner the public support it needs to work requires strong feedback channels. That is why transparency about the government's plans for Brexit is so important. Of course, a balance needs to be struck with the need to protect negotiating positions, but scrutiny by parliament- and by extension the public- will be vital. With so many differing factors at stake and choices to be made, MPs have to be able and willing to bring their constituents into the discussion not just about what Brexit actually entails, but also what kind of country Britain will be during and after the result - and their role in making it happen. 

Those who want to claim the engagement of parliament and the public undermines the referendum result are still in stages one and two of this debate, looking for someone to blame for past injustices, not building a better future for all. Our Marmite may be safe for the moment, but Brexit can’t remain a love it or hate it phenomenon. It’s time for everyone to get practical.