The great thing about blogging is that it can also be meditative. You act retrospectively, gain insights, document learnings and measure the impact of strategic choices you made earlier. And you sometimes find out that something that made sense to you doesn't resonate at all with who you're doing it for: your target audience.

In this case, I would like to dive into the specific functions and added value of sub-brands. What exactly is their role within a brand strategy, and what are the possible upsides — and pitfalls? Because at ON A DAILY BASIS, we have designed quite a few sub-brands — for customers and for ourselves. And that provided lessons. About when it works. And when it works against you.

What is a sub-brand?

According to David Aaker (Brand Portfolio Strategy), a sub-brand is a brand that is linked to a main brand, but with its own face, target group, or proposition. Think Google > Google Maps. You feel the sender, but the sub-brand has its own role

Where does it fit into brand architecture?

1. Branded House — one brand, multiple expressions (Virgin)
2. Subbrands — recognisably linked, with their own character (BMW > BMW i)
3. Endorsed Brands — own brand, supported by the parent brand (Nespresso by Nestlé)
4. House of Brands — fully independent (Unilever > Dove, Axe)

‍When is a sub-brand strategy relevant?

There is no one-size-fits-all reason. Subbrands often arise from a combination of factors. Think of it as an orchestra of variables that only sounds good when everything is right.

What to ask yourself before launching a sub-brand

• Does it clarify anything for the target group?
  Not if you think it makes sense — but whether it solves something in the customer experience.
• Is there really a different need, market or context?
  Think of a new target group, a different price range or an alternative tone of voice.
• Is there brand friction within your main brand?
  For example, when you want to position a low-entry product alongside a premium brand.
• Do you want to test something outside of your main brand?
  Without risking your main brand right away. (Personally, I often think this is a very good reason.)
• Is there a strategic advantage to divorce?
  Think of other distribution channels, a different positioning or an alternative propositional structure.

A sub-brand only works if it solves something — for your target group, for your strategy, and if there is enough attention and resources to load it. Ask yourself (and your team): “Are we doing this for the outside world, or especially for ourselves?” And try to be really honest about this.

How do you ensure that a sub-brand delivers?

A sub-brand is no guarantee of success, even if the idea is true on paper. It should also works in practice — for your target group, team and brand structure. So: how do you ensure that it not only sounds good, but also really adds value?

1. Reason from the end user — not from your internal structure.
2. Make a difference in content and visual — no variation on a theme.
3. Do you have enough capacity, attention and (what we call it) love and caring?
4. Connect it smartly to your main brand — build on trust

Brands. Not just colors.

Most sub-brands don't die on the idea, but on the implementation. They are not loaded, maintained or worn. Then it's not a brand, but a stray name or a “nice logo”. Without internal attention, it disappears from the picture by itself. Energy — in the form of time, actions and ownership — therefore determines everything.

With ON A DAILY BASIS, we have consciously developed two sub-brands that make our mission and vision tangible

• ODB Radio — “tune into a new generation”
• ODB Sports Club— “when we play, we play to win”

ODB Radio — tune into a new generation

With ODB Radio, we make ourselves heard — but we don't broadcast alone. We listen, connect and give back. We've been hosting talks, creative sessions, and hosting a fresh playlist every Monday for over 400 weeks. During ADE, we were in the A'DAM Tower with our own event. You get the point, it's about giving back. And because we believe that ODB is not a classic marketing agency, but a lifestyle brand.

ODB Sports Club — when we play, we play to win

ODB Sports Club was born from what we think is important, not because we have sports customers. We believe that a winning mentality goes beyond just winning campaigns. It's in how you work together, how to stay fit — physically and mentally — and how you show up with focus every day. We participate in marathons, sponsor athletes and have our own football team.

Whether we're training together, sparring about strategy, or rolling out a new format, we believe that sport and creativity are cut from the same cloth. Discipline, sharpness, endurance — that's what helps us grow, as a team and as a brand.

Both sub-brands ensure cultural relevance

They strengthen our positioning because we are not only present in communities, but also actively add value there. They build on the foundation of ON A DAILY BASIS as a parent brand, and help us stay focused on what's going on — not based on assumptions, but by being at the heart of culture.

A little take-away with what we've learned

A sub-brand only works if it's built on real necessity. When it solves something your main brand can't do — for a specific target group, in a specific context. In our experience, the difference was never in the idea itself, but in the implementation: is it carried, loaded and understood? Then it works. Is it a visual side project without a distinctive role or internal ownership? Then it bleeds to death. You can immediately feel when something is alive — and when it's an extra logo you'd rather leave out of presentations. Because without energy, no brand.

Signing off. Your creative partner in crime. Yonah.