The outset for this article is international new ventures that already are or are to be entangled in the globalfactories. This article departs in the orchestration and management of the global factories (Buckley, 2009).It highlights the impact of the network on the perception of opportunities (Mainela et al 2014). The articleargues that global factories tunnel the opportunity recognition/pathway of the participating international newventures as they can be perceived as opportunity-seeking/creating entrepreneurs in global industrial valuenets (Möller & Rajala, 2007). More concretely, Buckley (2009) emphasizes the role of branding of and inglobal factories. We elaborate this viewpoint by expanding the opportunity of born global firms to cobrandwith the central MNC in the global factory or other global factory value net partners. Finally, we developstrategies for the new venture to pursue further co-development with global factories. We base this on the“hangar ship” strategy developed by Vapola et al. (2008). Altogether, the relations with global factories haveconsequences for the learning in the international new ventures (Magnani & Zucchella 2021) and theconceptualization and development of business models in different kinds of international new ventures.