Red Bull

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ENERGIZING RED BULL <NAME> Introduction The “Red Bull – The Anti-Brand Brand” case showcases the strategic and global growth of energy drink, Red Bull. Discovered in Asia by Dietrich Mateschitz as a drink to boost factory productivity in 1982, the drink became a household name by 2003 with sales in more than 100 markets and a market share of 70%.


Red Bull attained operational excellence by having decentralized sales and distribution channels, making sure that the product was accessible and available at all times. The brand created high barriers to entry by making sure there were “exclusive” partnerships with strong distributors. The sales teams helped generate an aura of “exclusivity” by handpicking initial distributors and deliberate limiting of the supply (Hein, 2001). The case further remarks the marketing stragies adopted by Red Bull across the globe, its key messages, campaigns and endorsements, that will be described in the next section of this paper. As expected in any industry, a growing market always attracts competition. In 2004, Red Bull faced intense competition from giant brands such as Coca-Cola and Pepsi who were developing their “health drinks” business and from private lables across the market. Currently, the top competition for Red Bull is from Monster, Pepsi and Suntory (Yahoo Finance, 2012). It is seen from recent reports that the market share of Red Bull slipped to 40% in 2010 (Privo, 2010). ...
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