Case 01 · A new category of buyerThe value of the band was not in the catalog. It was in what nobody had priced.
Retained by the band’s management with one mandate: increase the value of KISS. No AI. Expertise, workshops, and an innovation practice run on the band’s own data.
brand value in 45 days
sale of the IP
monetizable opportunities identified
How it ran
Same skeleton every time.
The ask
Increase the value of the band.
Locked assumption
A legacy brand’s value is its touring catalog. The music business had run on the same operating model for fifty years, and the band’s value was priced the way that model priced everything.
The move
We stood up KISS Labs and read the brand as a portfolio of assets rather than a catalog. Twelve monetizable opportunities came out, each sized. Then we looked for buyers outside the obvious group.
The mechanism
A new category of buyer. Our idea positioned KISS for a kind of buyer the music business had never priced the band for.
The outcome
Brand value rose 57% in 45 days. The IP sold for more than $300M. We wrote the business plan the sale ran on.
Why it matters to you
If industry expertise created value, the music industry’s own experts would have found the 57%.
This work predates the tools we use now. The method doesn’t. Recorded behavior, an unpriced pattern, a sized gap, a bet with a capped downside. It ran that way in music and in miles. It runs that way in a quote log.
Start here
Where do you suspect the value is hiding? Tell us your hunch. Ten days later it comes back with numbers on it.
10 business days · $500, credited against any build