Beyond what you mentioned, I can see a lot of problems and issues.
Some companies have used this technique, and it might be an interesting topic of discussion.
Westin Hotel teams up with Aveda to offer toiletries, as others do. With the alternative of mailing out samples to consumers, an expensive proposition, such teamups can make some sense. Car makers team up with leading branded audio equipment manufacturers.
Will a
Nickelodeon themed hotel pay off? I think the question rests on the ability of the matchup to provide an innovative and compelling customer experience
independent of the component company contributions.
And let's face it, most marketing is done in fits and spurts. Too often marketing falls prey to an all tactics and no coherent strategy to pull it together. Such pogo-stick marketing efforts won't work with a company teamup. Most company teamups lean heavily on the branding of individual components, making any combination a thinly veiled marketing ploy and a poor customer experience.
In contrast Phillips and Unilever teamed up to create an iron. The iron has a cartridge using a Unilever product for garment care rather than the usual water steam reservoir. And there are similar teamups all the time.
On the web, the idea of mashups is specifically about mix and match web services from two, three or more companies. Mostly the key here is to create a unique brandable experience which makes the components disappear in the customers mind. Ideally, you would create a new product or service category which has only a sketchy connection to the contributing parent companies.
If this doesn't happen, you run the risk of creating a
chimera. Chimera products and services are a mismash of ill matching components with no over arching theme or reason. But when the combination is more than the sum of its parts what happens? You get a new product of service
with its own set of keywords which don't compete with component parts.