A Riddle for the CMO: Do You Know What Your Brand Really Does?

Your customers perceive your brand in a very specific way. It’s the duty of the CMO to understand this intimately; and to ensure that the promise and execution of the brand aligns to, and relentlessly delivers against, this perception. Sometimes this means perceptions must be influenced to enable the full value of the organization to win customers’ minds and hearts.

When you take children to Disneyworld, you’re visiting the “Most Magical Place on Earth.” If you’ve been there, you see through a child’s eyes that Disneyland really is the Magic Kingdom. It’s the place to experience the action of Guardians of the Galaxy, to voyage on a submarine in search of Nemo; and to meet superstars like Mickey Mouse, Princess Elsa and Luke Skywalker in the flesh.

Disney's parks are masterworks of brand promises fulfilled. Every detail is executed with loving precision across each touchpoint. Every moment in the park has been painstakingly crafted to ensure that the brand experience lives up to perceptions, however subtly. The aromas of Main Street are different from those of Adventureland. The lines of sight at every vantage ensure that you are both surrounded by an immersive fantasy world, and that you can uncover new discoveries in a way that, while meticulously planned, feels spontaneous and totally natural.

Why does Disney go to all this trouble? Because their “imagineers” know that when the brand thrives in the minds and hearts of their adoring fans, share of wallet follows. And that great customer experiences which begins in childhood, can have lifetime impact.

As a company, Disney is much more than a theme park. It runs high performing media networks, entertainment studios, and a rich suite of consumer products. As a sub-brand, Disneyworld knows precisely who it is, what it does and how it is perceived—and they relentlessly deliver on the promise of a truly magical experience.

This brings me to my question for CMOs and brand stewards alike: are you steering your customers to focus on the equities and differentiators that matter most?

Take Peloton, for instance. Do you think of it as a fitness brand that builds terrific indoor bikes?

What about Rent the Runway? Is it a fashion brand, delivering designer-label garments for rent to its millions of customers?

WeWork; are they a company that leases shared workspace to enterprises and entrepreneurial, small companies alike?

GoPro. Are they a company that manufacturers camera equipment for the ultimate athletes, adventurers and thrill-seekers?

Well, yes and no.

Sure, Peloton makes bikes and their equipment is better than most you’ll find inside a spin studio. But make no mistake, they are also a media and technology company. Perhaps they are even a bit of a talent agency. Customers value the high-quality content, professional athletes and rich experience that is delivered seamlessly to their homes. They also appreciate the connectivity to other users—and the inspiration and competition that both engender.

GoPro makes a great camera that can go practically anywhere. The company also employs a stable of adventure gurus and world-class athletes who motivate, inspire and keep customers coming back—and recently branched into premium content licensing.

Rent the Runway, in the words of Jenn Hyman, the company’s co-founder, is “primarily a technology and logistics company.” Only a tiny fraction of the company’s 1,200 employees work in the fashion department, whereas the majority of their team are in the engineers and logistics professionals.

What about WeWork? Here’s a company with a big vision that’s upending traditional real estate models. Yes, with WeWork, you can lease space more efficiently and flexibly than ever before. But go visit one—each guest is treated with their unique brand of warmth. What you’ll experience is not a real estate company, but a lifestyle brand that delivers the ultimate professional community, brimming with entrepreneurs, to ascendant tech companies and traditional brands. WeWork is an enabler, preaching a message of “do what you love,” not one about square feet and deal sheets. Just take a look at their Instagram to see what I mean.

These companies know who they are, what they do and why their customers value them so much, even if those three aren't always the same thing. They position their brands this way across every touch point and do it very well. The alignment and delivery to customer perceptions is palpable.

How about you? 

Are your customers’ perceptions of you aligned with your reality? Do you understand what your business promises and what it actually does, and whether those are the same?

As a brand steward, you have the ability to amplify the products, services and specialness that customers covet most and make every interaction with your brand, dare I say, a “magical experience” for them.

Paul Suchman has built his career understanding, building, and rebuilding iconic global brands, making them resilient and relevant in the face of cultural and technological change. He has held senior positions with CBRE, BBDO and Ogilvy, and serves on the advisory board of USC's Marshall School of Business. He also currently serves as CMO-in-residence with WPP and as an executive advisor for Oceana.