As many businesses begin to spend serious money to develop a social networking strategy, the approach some French companies are taking is refreshingly counterintuitive: They drive revenue by engaging deeply with fewer people, not more. Whether they’re relying on forms of communication as old as humanity—such as talking over a meal—or making seemingly quaint investments in call centers, they stand in sharp contrast to companies that obsess over how many Twitter “followers” or Facebook “friends” they’ve amassed.

A version of this article appeared in the October 2010 issue of Harvard Business Review.