Spritz Society successfully used influencer collaborations for rapid growth. However, this strategy caused them to lose focus on their core brand proposition, becoming known as an "influencer collab brand." This highlights the risk that over-reliance on partnerships can prevent a company from defining and marketing its own hero product effectively.

When Irembo spun out its payment feature, it initially used the same brand colors, causing confusion. A simple change to a new color (green) was the critical first step in establishing a separate identity. This visual differentiation helped both internal teams and external customers see it as a distinct product.

A rebrand should be viewed as building the fundamental foundation of a business. Without it, growth attempts are superficial and temporary. With a solid brand, the company has a stable base that can support significant scaling and prevent the business from hitting a growth ceiling.

When entering a new market, you must organizationally separate that team from the core business. The main revenue engine has a powerful "inertia of success" that will distract and pull focus from the fledgling initiative. Vanta's enterprise motion only succeeded after being organizationally separated from its main sales team.

StackBlitz launched its pivotal product, Bolt.new, under a new brand because it was a final experiment before potentially shutting down. This strategy protects the core company's brand equity in case the experiment fails and gives the new product a distinct identity to attract a different user base.

The firm intentionally builds a powerful, public-facing brand so portfolio companies can 'borrow' its force and reputation at critical development points, accelerating their own growth and market presence.

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.

When a business develops distinct brands for different markets (e.g., human vs. pet products), creating an umbrella holding company is an effective structure. This allows each brand to maintain its own unique identity and story while centralizing ownership and operations behind the scenes.

Qualcomm's entry into the Interbrand 100 was 70% driven by turning its Snapdragon ingredient brand into a household name. This demonstrates that a B2B tech company can significantly boost its corporate brand value by investing in a consumer-facing sub-brand, even if that sub-brand's financials are not reported separately.