15 Products You Didn’t Know Were Owned by the Same Giant Company
In today’s marketplace, a handful of massive conglomerates own an astonishing number of brands we interact with daily. Many consumers remain unaware that their favorite products—seemingly competitors—actually funnel profits to the same corporate parent.
These ownership connections often remain hidden behind carefully crafted brand identities that maintain the illusion of choice and competition. Here is a list of 15 surprising products and brands that share the same corporate ownership, revealing the concentrated power in our modern economy.
Frito-Lay and Quaker Oats
The crunchy Doritos you munch while watching sports and the wholesome oatmeal you eat for breakfast both put money in PepsiCo’s pocket. The beverage giant acquired Frito-Lay in 1965 and later added Quaker Oats in 2001.
This strategic combination gives PepsiCo dominance in both the snack aisle and breakfast foods section of your grocery store.
Häagen-Dazs and Hot Pockets
That premium ice cream with the fancy European-sounding name shares corporate headquarters with the microwavable snack beloved by college students. Nestlé owns both brands despite their dramatically different market positions.
The Swiss conglomerate maintains separate brand identities to appeal to different consumer segments while consolidating profits under one roof.
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Duracell and Braun
The batteries powering your remote control and the electric shaver in your bathroom both belong to Procter & Gamble. P&G acquired Duracell in 2005 and has owned Braun since 1984.
The consumer goods giant leverages its massive distribution network to maintain a dominant market presence for both products worldwide.
Dove Soap and Axe Body Spray
The beauty bar is marketed to women with messages of self-acceptance, and the body spray is aggressively marketed to young men who come from the same parent company. Unilever owns both brands along with numerous other personal care products.
This ownership structure allows them to target completely different demographics while maintaining efficiency in production and distribution.
Converse and Hurley
The iconic canvas sneakers and the surf-inspired clothing line both contribute to Nike’s bottom line. Nike acquired Converse in 2003 and Hurley in 2002 to expand beyond athletic performance wear.
The sportswear giant maintains distinct identities for each brand while applying its marketing expertise across all properties.
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Ben & Jerry’s and Hellmann’s Mayonnaise
The progressive ice cream company and the classic condiment brand share corporate oversight despite their different market positions. Unilever acquired Ben & Jerry’s in 2000 while maintaining the company’s social mission.
This ownership structure allows Unilever to profit from both mainstream and specialty food markets simultaneously.
Gerber and Kit Kat
Baby food and chocolate bars seem worlds apart but both brands belong to Nestlé. The Swiss company purchased Gerber in 2007 to strengthen its nutrition portfolio. This diverse product range helps Nestlé maintain steady profits regardless of demographic shifts or market fluctuations.
Burt’s Bees and Clorox
The natural personal care brand with environmental credentials and the chemical bleach company make strange corporate siblings. Clorox acquired Burt’s Bees in 2007 for $925 million.
The acquisition allowed Clorox to enter the growing natural products market without altering its core business model.
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Smart Water and Honest Tea
These premium beverage brands both belong to Coca-Cola despite their different market positions. In 2007, Coca-Cola acquired Glacéau (maker of Smart Water) and Honest Tea in 2011. These strategic purchases helped the soda giant diversify beyond carbonated beverages as consumer preferences shifted toward healthier options.
Keebler and Pringles
The elves making cookies in a hollow tree and the iconic curved potato crisps in a tube both answer to Kellogg’s. The cereal company acquired Keebler in 2001 and Pringles from Procter & Gamble in 2012.
These acquisitions helped Kellogg’s expand beyond breakfast foods into all-day snacking occasions.
Old Spice and Tampax
Both men’s deodorant brand and women’s feminine hygiene products belong to Procter & Gamble. P&G acquired Old Spice in 1990 and has owned Tampax since 1985.
This diverse portfolio allows P&G to maintain a presence in multiple personal care categories across gender lines.
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Timberland and North Face
The rugged boot maker and premium outdoor apparel company share corporate headquarters at VF Corporation. VF acquired Timberland in 2011 for $2.3 billion and The North Face in 2000.
The parent company leverages manufacturing efficiencies while maintaining separate brand identities for different consumer segments.
Jimmy Choo and Michael Kors
The luxury shoe brand and accessible luxury fashion label became corporate siblings when Capri Holdings acquired Jimmy Choo in 2017. Capri (formerly Michael Kors Holdings) paid $1.2 billion to add the high-end footwear maker to its portfolio.
This acquisition helped the company expand its presence across different price points in the fashion market.
Oreo and Cadbury
Mondelez International owns the iconic sandwich cookie and the British chocolate maker. Kraft Foods acquired Cadbury in 2010 and later spun off its snack division as Mondelez. This combined portfolio gives Mondelez extraordinary power in the global confectionery and snack foods market.
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Chase Bank and J.P. Morgan
The consumer banking brand and investment banking powerhouse merged in 2000 to form JPMorgan Chase. The merger combined Chase Manhattan’s retail banking strength with J.P. Morgan’s investment expertise.
This corporate structure allows the financial giant to serve both everyday consumers and wealthy investors under related brand identities.
Beyond Brand Illusions
The consolidation of ownership across seemingly competitive brands raises important questions about consumer choice and market competition. Many shoppers assume they’re selecting from dozens of independent companies when they’re actually choosing between products owned by the same few corporate giants.
Understanding these ownership connections helps consumers make more informed decisions about where their money eventually flows. Next time you shop, consider looking beyond the brand name to discover which corporate parent ultimately profits from your purchase.
The connections might surprise you and perhaps even change how you view the products that fill your home.
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