A look at a key feature of Red Bull.docx
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A look at a key feature of Red Bull.docx
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AlookatakeyfeatureofRedBull
MARKETINGCASESTUDY(UK)
REDBULL
AlookatakeyfeatureofRedBull'sbusiness
SomeobserverssaythatRedBull'sbrandingisrevolutionary,callingitan'anti-brand'strategy.ThecompanyfacedadditionalproblemsintheUKwheretherewasalreadyanestablisheddrinkthatwasspecificallytakenasapost-illnessbeverage.GenerationsofyoungBritonshaddrunkLucozadeastheyrecoveredfromcoldsorflu,soRedBullhadtopromoteitsbranddifferently.
Thefirmavoidedusualmethodsofmarketing,relyingmoreonwhatiscalled'buzzmarketing'orword-of-mouth.Abrandimagewascreatedandcultivatedwhichassociatedthedrinkwithyouthcultureandextremeandadventure-relatedsports,suchasmotorsports,mountainbiking,snowboardinganddancemusic.RedBull'stargetconsumersegmentbegantoadoptnicknamesfortheproductsuchas'liquidcocaine'or'speedinacan',thusspreadingits'left-field'appeal.
Image:
RedBullassociatesitsbrandwithyouthcultureandextremeandadventure-relatedsports-oneexampleofthisisitsDriverSearchprogramme.Theaimofthecompetitionis'tofind,testandsupportbuddingyoungAmericanracingtalent'.Copyright:
SuttonImages,reproducedbykindpermissionofRedBull
RedBullthenworkedtoensurethattheirbrandwasvisibleonthestreet:
∙Usingpick-uptrucksasmobiledisplays,paintedblueandsilverwithagiantcanofthedrinkmountedontopofthevehicle
∙Designedtobeeye-catching,thesedeviceswereaimedatpromotingtheredbullbrandasyouthfulandslightly'off-the-wall'
∙Cansofthedrinkwerealsogivenoutfreetopeopleonthestreetwhohadbeenidentifiedasbeinginneedofenergy
∙RedBullwasgiventoclubDJs,emptycanswouldalsobeleftontablesinhotspotssuchastrendybars,clubsandpubs
ThecompanyalsosetaboutpromotingtheRedBullbranddirectlytoGenerationY,theso-called'millennials':
peoplebornafter1981whowerebelievedtobecynicaloftraditionalmarketingstrategies.Partofthisideainvolvedrecruiting'studentbrandmanagers'whowouldbeusedtopromoteRedBullonuniversitycampuses.Thesestudentswouldbeencouragedtothrowparties(asifencouragementwasneeded!
)atwhichcasesofRedBullwouldbedistributed.Thebrandmanagerswouldthenreportbacktothecompany,givingthefirmalowcostformofmarketresearchdata.
Theuseofthiskindofmarketingstrategyhasbecomeknownas'viral'marketing.Itisasifacompanyseesnoneedfortraditionalinformativeorpersuasivecommunications,ratherinRedBull'scaseitusedtheyouth'underground'tospreadthepopularityofthedrink.Sothefirmwouldratherrestrictthedrink'ssupplyandnotadvertiseit,expectingthatgrowingnumbersoftargetconsumers'catchthebug'anditsreputationspreads.RedBullwasaspectacularlysuccessfulexampleofthestrategyworkingeventhoughasweseelater,itsbrandingwasaidedbystateinterventionincountrieslikeFranceandDenmark.
By2004,theworldwideenergydrinksmarketwasworthanestimated£1.6billion;RedBullhadachievedaclearmarketleadingposition,witha70%marketshare.Thelureoffast-growingprofitsinthismarketbroughtmanycompetitorsintothefunctionalfoodssector,wherehealthandenergydrinkshaveseensalesdoubleeveryyearsincetheirintroduction.Manycompetitorshavetriedtoemploysimilarmarketingstrategiesandtacticsinordertograbsalesfromthemarketleader.Notallhavebeensuccessful,ofcourse.
Whenafirmtriedtolaunchitsownenergydrinkin2002,ittriedtotarget16-24yearoldswithapostercampaignfeaturingbarelyclothedyoungpeopleexhibitingwoundstotheirbodies.Asthedrinkwascalled'Shark',therelevanceoftheinjuriesseemedclear.However,followingcomplaints,theAdvertisingStandardsAuthority(ASA)bannedtheposters,asthecampaignappearedtoendorsesexualviolence.MoreonthisdecisioncanbefoundontheASAWebsite.
TheproblemthatRedBullnowfacesishowtobuildonitsincrediblesalesgrowth,asithasbecomeamaturebrandwithinasaturatedmarket.AmongthechallengesthatRedBullfaces,thefollowingaresomeofthemostserious:
∙Thelossofitsoriginalconsumerbase,asthe'millennials'becomeworkingadults.Howshouldthefirmattractanewgroupof16yearoldconsumers?
∙Healthconcernsthathaveemergedinseveralcountriesoverproblemsassociatedwithhighintakeofcaffeine.RedBullwasbannedinFranceandDenmarkfollowingthepublicationoftheseconcerns.ItisclassifiedasamedicineinNorwayanduntilrecentlycouldonlybeboughtinpharmaciesinJapan.Asthehealthandenergysoftdrinksmarkethasreachedmaturity,RedBullisconcernedthatitisunabletotargetmassconsumptioninthesecountries.
∙Beingover-reliantonasinglebrand.Until2003,thecompanyonlyproducedoneversionofRedBull.Asugar-freeversionwasintroducedinthatyear.
∙Thematuremarketforenergydrinkshasattractedsomeoftheglobalfirms,suchasCocaCola,PepsiaswellasAsda/Wal-Mart,withtheirownbrandsseekingtogainacompetitiveadvantageoverthemarketleader
Howdoesthecompanyplantoprolongitsproduct'slifespan?
InNovember2004,itbecameclearhowMateschitzintendedtoextendthe'natural'lifecycleofhisgroundbreakingproduct.Foryears,thefirmhassponsoredsportsthatfitwellwithRedBull'simageasunconventionalandedgy:
windsurfingandhang-glidingbeingtwoexamples.SotherewasacertaincautionamongindustrywatcherswhenFordannouncedthatitwassellingitsJaguarFormulaOneteamtoRedBull.
Image:
DavidCoulthardFormulaOnetestingforRedBullinValencia,Spain,January2005.Copyright:
SuttonImages,reproducedbykindpermissionofRedBull
ThedangersofmotorsportseemstomatchRedBull'simage,justasitssponsorshipofextremesportssuchasrockclimbinghelpedtoenhancethefirm'sreputationamongitstargetconsumers.ButtherearehugesumsofmoneyinvolvedinrunninganF1teamandsomeintheindustryquestionedthewisdomofMateschitz'splan.
ItispossiblethatasRedBull'scoremarketmatures,thecompanyneedstobroadenitsappealtothesemid-20to30yearolds,whilstretainingitsappealamongst16-24s.VodkaandRedBullisstillthemostpopularalcoholicdrinkamongstyoungpeople,butwewillhavetowaittoseeifthefirm'sattemptstoreachouttomoreconsumersworks.
WhatsortofpeopleworkforRedBull?
Fromtimetotime,thecompanyrecruitsstudentbrandmanagerstopromoteitsproductamongyoungstudentgroups.
ThefirmisseekingtosetupEnergyTeamsinmorethantwentyUKuniversityregions.Clearly,asstudentgroupsprogressthroughtheirstudies,newteamsarerequiredtocontinuethispromotionalwork.
Atthetimeofwriting,thefirmisrecruitingforsalesexecutivestooverseemarketingtothe'offtrade'.
∙Offtradereferstoproductsthataresoldforconsumptionoffthepremises,eitherastake-homedrinksorfordrinkingatworkorschool.
∙Ontradeiswhereproducersoffertheirdrinksforsaletoconsumersinpubs,restaurants,barsandclubs.
RedBullisinterestedinrecruitingstaffwhoareyoung,intouchwithyouthculture,dynamicandinnovative.
WheredoesRedBullfitintotheUKsoftdrinksmarket?
RedBullispartofthefunctionaldrinksmarket.Thesearesparkling,stillanddilutableproducts,designedtohelp:
∙Replacelostminerals,sugars,traceelementsandfluidsafterexercise
∙Boostorreplacelostenergyfromillhealthorgeneralfeelingofweariness
∙Stimulateconcentrationorawareness
Thefunctionaldrinksmarketincludes:
∙Sportsdrinks
∙Energydrinks
∙Vitaminandmineral-enricheddrinks
∙ACEdrinks(fortifiedwithA,CorEantioxidantvitamins)
∙Wellnessdrinks
∙Nutraceuticaldrinks
∙Near-waterdrinks
∙Herbaldrinks
Image:
Aselectionofthenumeroussoftdrinksavailable.Copyright:
RobertAichinger,stock.xchng
Themainbrandsthatdominatethetake-homesectorofthemarketarelistedbelow.Notethatthislistincludesallsoftdrinkbrands,soproductsthatoccupysmallernichesofthemarketarenotlisted:
Image:
CocaColaisthemostconsumedsoftdrinkintheUKintermsofbothvalueandvolume.Copyright:
RosikaVoermans,stock.xchng
Top12Take-HomeUKBrandsbyValue2002
∙CocaCola
∙Robinsons
∙PepsiCola
∙Ribena
∙Lucozade
∙Fanta
∙TropicanaPurePremium
∙Schweppes
∙IrnBru
∙OceanSpray
∙RedBull
∙Tango
TopTake-HomeSoftDrinksSuppliersbyValue(£million)2002
∙CocaColaEnterprises-1312
∙BritvicSoftDrinks-557
∙GlaxoSmithKline-308
∙DanoneWater-122
∙TropicanaUK-120
∙AGBarr-113
∙GerberFoods-98
∙RedBull-65
∙ProctorandGamble-55
∙DelMonte-54
∙OwnLabel-997
TopTake-HomeSoftDrinksSuppliersbyVolume(litresm)2002
∙CocaColaEnterprises-1580
∙BritvicSoftDrinks-707
∙DanoneWater-222
∙GlaxoSmithKline-195
∙AGBarr-157
∙GerberFoods-103
∙TropicanaUK-68
∙ProctorandGamble-68
∙PrincesSoftDrinks-63
∙HighlandSpring-61
∙OwnLabel-2194
Datasource:
BritvicSoftDrinksCategoryReport2003[PDF,1.8MB]
NoticethatRedBulloccupiesaplaceinthetopsellingsoftdrinkssuppliersifyoumeasurethisbyvalue(intermsofsalesrevenue),butifyoumeasureperformancebyvolume(intermsofquantityofproductsold)RedBulldoesnotputinanappearance.Whatdoesthistellyouaboutthesellingpriceandthequantityofdrinksoldineachunit?
Themarketforfunctionaldrinksandfoodsisgrowingasfoodanddrinkcompaniesseektobenefitfromthesocialtrendtowardspersonalwell-beingandhealthierlifestyles.This
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