The shift reflects a wider challenge for corporate real-estate firms: their decisions shape workplaces and investment markets, but their brands are often less visible to the public than those of consumer companies.
JLL has more than 240 years of history, and the report says it wants to turn that experience into stronger recognition among business decision-makers. That includes reaching audiences beyond traditional industry settings.
One example was an activation at Grand Central Station in New York. The location attracts roughly 750,000 people a day, creating an opportunity to reach potential clients who may not immediately connect JLL with major corporate decisions.
The strategy also links visibility to useful information. JLL’s internal research operation includes several hundred specialists, and the report says their work is being turned into products designed to support communication and decision-making.
The Bid Intensity Index, announced last year, is one example. It tracks where properties receive offers and how bidding pressure changes across markets, giving the company a data-led way to demonstrate expertise.
Artificial intelligence adds another layer. As AI-generated answers influence how people discover companies, JLL appears focused on being cited for reliable analysis, research and market insight. That makes content quality and proprietary data central to brand positioning.
The report says Siddharth Taparia views the modern CMO role as involving technology, finance, strategy and executive collaboration. Marketing questions now overlap with business priorities such as entering new markets, reaching new client segments and influencing perceptions before a formal selection process.
The next test will be whether JLL can convert this broader strategy into sustained recognition across physical spaces and AI-driven search. As technology platforms evolve quickly, the company’s long-term advantage may depend on building trust that remains visible even as digital channels change.