Episode 07: What the Credocracy means for business & brands

People don’t buy products; they buy stories. People don’t buy brands; they buy into the myths and archetypes those brands represent.

The Coca-Cola Epiphany: When a Brand’s Belief Becomes Identity 
In 1985, Coca-Cola made a decision that would labeled as one of the greatest marketing blunders of all time. They changed their formula. Logically, it made sense—their market research showed that consumers preferred a sweeter taste, and competitors were gaining ground. But, as we know by now, logic is not what governs action. Belief is. 
The backlash was immediate and visceral. People didn’t just dislike New Coke, they saw it as a betrayal. Protests erupted, customers hoarded remaining cans of the original formula, and letters flooded Coca-Cola’s headquarters, demanding the return of the real thing. One comment in particular stood out: 
“You can’t change Coke. Coca-Cola is the American Dream in a bottle. And you don’t mess with that.” 
It wasn’t about the drink. It was about what the drink represented. Coca-Cola wasn’t just selling a beverage—it was selling a mythology, a shared cultural artifact, a belief system that people had woven into their sense of identity. 
A few months later, Coca-Cola reversed course and reintroduced the original formula, now labeled Coca-Cola Classic. The lesson was unmistakable: when people buy into a brand, they are not merely buying a product; they are buying into a story, a meaning, a belief. 
That was when I had my epiphany. 
People don’t buy products; they buy stories. People don’t buy brands; they buy into the myths and archetypes those brands represent. 
And yet, so many businesses fail to grasp this. They obsess over market share, competitive positioning, and product innovation, but they fail to recognize the deeper dynamic at play—the dynamic of belief. 

Belief as the Foundation of Brand Success 
The most successful brands in the world don’t just have loyal customers; they have believers. Apple doesn’t sell computers—it sells the belief that technology should empower creativity and challenge conformity. Nike doesn’t sell shoes—it sells the belief that human potential is limitless and that greatness is achieved through perseverance. BMW doesn’t sell cars—it sells the belief that driving is not just about transportation but about an experience of mastery and pleasure. 
When we say a brand has “loyal customers,” what we really mean is that it has cultivated a shared belief system. The most enduring brands don’t just have a compelling product or strong marketing; they provide their customers with a sense of belonging to something larger than themselves. 
This is why people defend their favorite brands as if defending a part of themselves. It is why someone who owns a Harley-Davidson motorcycle doesn’t just ride it—they embody a way of life. It is why Apple users passionately advocate for their devices, not just because they function well, but because Apple represents a worldview that resonates with them. 
But just as belief coherence builds great brands, belief fragmentation can destroy them. 

The Fall of Brands That Lose Their Belief 
Kodak didn’t fail because of technological stagnation. In fact, they invented the digital camera. But they believed they were in the film business, not in the memory-preservation business. That belief led them to resist the digital revolution, and by the time they realized their mistake, it was too late. 
WeWork was once one of the most hyped startups in the world, valued at billions. But instead of anchoring itself in a clear, sustainable belief system, it drifted into self-indulgent hype. It branded itself as a movement, a reinvention of work culture, but internally, its practices contradicted its narrative. When the disconnect became clear, belief in the brand collapsed—and so did its valuation. 
And then again there’s the case of New Coke. Coca-Cola thought it was in the beverage business, but it was actually in the identity business. The company forgot that what people were buying wasn’t just a drink—it was a feeling, a connection, a story about who they were and what they valued. 
When belief erodes, brands don’t just lose market share. They lose cultural relevance. 

How Brands Build and Sustain Belief 
So how do brands ensure their belief system remains intact, relevant, and compelling? The most successful brands do three things: 

1. They Define Their Core Belief Clearly. 
   Weak brands focus on what they make and what they sell. Strong brands articulate why they exist and why they matter. They define their core belief, their animating philosophy, in a way that is clear, compelling, and deeply felt. 
   Example: Airbnb doesn’t sell lodging. It sells the belief that people can belong anywhere in the world. That belief isn’t just marketing—it shapes everything from their product design to their customer service policies. 
2. They Live Their Belief Through Action. A belief that isn’t backed by action is just empty branding. The brands that succeed in the long run don’t just talk about their values—they demonstrate them in the way they operate. 
   Example: When CVS decided to stop selling cigarettes, as early as 2014, they gave up billions in revenue, an estimated annual revenue loss of around $2 billion. But that action reinforced their belief that they exist to promote health. Customers didn’t just applaud them for it—they trusted them more. Additionally, studies have shown that individuals who previously purchased cigarettes exclusively from CVS were 38% more likely to stop buying them altogether after the ban, indicating a positive public health impact.  
3. They Align Internal Culture With External Messaging. 
   The worst thing a brand can do is proclaim a belief externally that isn’t lived internally. Employees, partners, and leadership must embody the same values they project to the world. 
   Example: Southwest Airlines is known for its friendly and customer-centric image. This external reputation is a direct result of its internal culture, which emphasizes employee satisfaction, teamwork, and a fun work environment. By treating employees well and fostering a positive workplace, Southwest ensures that its staff delivers exceptional service, thereby aligning internal culture with external brand messaging. 
   When belief, action, and culture align, customers don’t just buy from a brand—they believe in it. And belief is far more powerful than any marketing strategy. 

The Business of Belief 
The Coca-Cola incident wasn’t just a cautionary tale—it was a revelation. It exposed the reality that people don’t buy products, they buy stories – and they don’t buy brands but buy into the myths and archetypes those brands embody. In the Credocracy, where belief governs action, brands thrive not by what they sell, but by the meaning they create and the belief systems they sustain. 
The best businesses and strongest brands recognize this. They don’t just market their products; they curate their narratives and their mythology. They don’t just build customer loyalty; they create cultural movements. 

Because at the end of the day, products come and go, markets shift, competitors emerge—but belief? Belief endures. 
And the brands that inspire belief? They don’t just succeed. 
They become legendary. 

Next Blog 08: What the Credocracy Means for Nations 
The most enduring brands are not those with the best marketing strategies but those that create and sustain belief. They don’t just sell products; they sell identity, meaning, and a worldview that people adopt as their own. But this dynamic doesn’t just shape businesses and brands—it extends far beyond the marketplace. The same forces that make brands rise and fall also determine the fate of entire nations. Because just as a brand’s survival depends on belief coherence, so too does the strength—and fragility—of a country. Just like brands, the rise and fall of nations is ultimately a battle of narratives. 
 
 
From Brands to Nations 
Businesses shape markets, but nations shape civilizations. The rise and fall of nations is not dictated by policies alone—it is dictated by the coherence or fragmentation of national belief. Throughout history, societies have thrived when their governing narratives united people and collapsed when those narratives fractured. In the next section, we explore what the Credocracy means for nations—how the most powerful force in any society is not its economy, military, or laws, but the shared beliefs that hold it together.