You bring up an excellent point about the revenue-driven strategy behind acquisitions—it’s a perspective that’s often overlooked, and I totally agree with you, although I still cannot see any positive future by doing this.

Companies like Disney have indeed mastered the art of diversifying their audience reach while maintaining separate identities for their brands. However, I’d argue that this model doesn’t apply universally, particularly in the software space, where user expectations and product philosophies play a much bigger role in long-term success.

As I mentioned in my article, Evernote and Obsidian are fundamentally different not just in their audiences but in their underlying philosophies.

Evernote appeals to users who value simplicity and convenience—tools that "just work" with minimal setup.

Obsidian, on the other hand, thrives because of its modularity and the deep connection its users have to its “local-first” philosophy.

The user bases may overlap slightly, but the driving motivations behind their loyalty are worlds apart.

If Bending Spoons were simply looking to "buy customers," they might discover it’s not as straightforward as it seems.

As I touched on in my article, Obsidian’s fans are loyal because the product embodies their values—independence, customization, and control. If users sense those values being compromised, even subtly, that loyalty can evaporate, and along with it, the revenue stream Bending Spoons is after.

Yet, thank you for sharing an additional perspective and sharing such a wide reply.

Cheers!