GM operates on a functional model, not siloed brand divisions, to maximize economies of scale. By developing a single core platform that can be adapted for different brands like Chevrolet and Cadillac, the company leverages its global scale to offer more features and technology at competitive price points, a key advantage in the capital-intensive auto industry.

Instead of the traditional CPG model of acquiring distinct brands (like Coca-Cola owning Sprite), Breeze is building a centralized platform. Various "feel-good tonics" exist under the single, strong Breeze brand, similar to how Apple sells the iPhone, MacBook, and AirPods under one unified identity.

Despite owning multiple related businesses (e.g., in video), Bending Spoons deliberately avoids forcing synergies like cross-selling or bundling. They believe the value lost in organizational agility, ownership, and speed far outweighs the small potential revenue gains. This 'Procter & Gamble for tech' model allows each brand to operate with startup-like autonomy, preserving its unique value.

Companies with multiple product lines targeting similar demographics should consolidate them under a single social media presence. This approach broadens content variety, prevents audiences from being siloed, and makes it easier for customers to discover and purchase from the entire product catalog.

Rion structures itself as a central "hub" with core technology, then creates separate "spoke" companies for verticals like veterinary or cosmetics. These spokes raise their own targeted capital, allowing Rion to fund platform development without constant dilution at the parent company level and diversifying funding risk.

Unlike traditional ad holding companies that acquire similar agencies, VaynerX diversifies into publishing, speaker bureaus, and cost-effective production. This unconventional mix creates a holistic ecosystem focused on practical execution (“get the thing done”) rather than just consolidating services.

When a collaborative venture grows exponentially faster than the original brands, it's a signal to create a standalone identity. This avoids customer confusion and allows the new entity to build its own brand equity unencumbered by its origins.

Many founders conflate their brand with their first product. A successful company requires a broader brand positioning that can accommodate future products. This prevents the business from getting stuck as a single-product entity and enables long-term growth and category expansion.

The traditional divide between B2B and B2C marketing is obsolete. Effective brands must speak to business and consumer audiences with the same authentic voice, bridging efforts to create a cohesive identity, much like how the NFL mothership brand supports individual team brands.