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Red Bull Brand Case Study

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{draw:rect} {draw:rect} {draw:rect} {draw:rect} CASE STUDY REPORT RED BULL Table of Contents {text:bookmark-end} {text:bookmark-start} Executive {text:bookmark-end} summary: Additional points this paper discuses is the marketing program of Red Bull and how it depend mainly on Buzz advertising. The brand extension of Red Bull is an interesting point because it developed some products under its parent drink. Low sugar drink for example. The last point was about the advertising.

Three different ways of advertising have been explored.

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Students brand managers, consumer educators and sponsoring extreme sport events. These techniques were very effective to generate the word of mouth; hence, build a strong image. {text:bookmark-start} Red Bull’s brand equity: {text:bookmark-end} (Keller, 2008, p 53) defined brand equity as “the strong, favourable and unique brand associations in the memory of customers” and he mentioned tow main sources of brand equity brand awareness and brand image.

Brand awareness: (Keller, 2008) identify two main factors for brand awareness as the following : {text:list-item} {text:list-item} Brand image: (Keller, 2008,p 56 ) said “ Creating a positive band image takes marketing program that link strong, favourable and unique association to the brand in the memory” {text:list-item} {text:list-item} {text:list-item} Red Bull makers described it as “the energy drink that gives you wings”, huge amount of that drink have been consumed globally, even though there are some concerns about the way of life that introduced (Bowman, 2002) said.

Although Red Bull’s marketing managers are selling their dink as an edgy mixer for parties, they encounter in Asia some social and religious “differences”, and thus they have to deal with these kinds of problems differently. The case in Hong Kong, as developed and an international city is the same with European countries where the drink promoted as mixer with vodka. But it is a totally different story with Malaysia; for example, which has majority of Muslims people are teetotal. Applying previous approach would be doomed to fail. Marketers will use dissimilar approaches and strategies.

They have to create a different image and promote that drink to be appropriate for other kind of occasions and uses. {text:bookmark-start} Red Bull’s marketing program {text:bookmark-end} A strategy of keeping fresh message but consistent all the time, which was Red Bull’s strategy since the launch back in 1987 in Austria up to now. “We did not change anything. We have the same Communications strategy, the same tone of voice” said Mateschitz . At the same time as every brand manager have a flexibility to choose and design appropriate campaign and marketing programmes in every country; those people were given a brand bible.

The main reason is to insure that they understand the nature and the features of Red Bull’s activities. Nonetheless, with the purpose of keeping the freshness of the brand message, Red Bull dedicates so many resources in order to coming up with new ideas and that ultimately will enhance its brand. {text:bookmark-start} Brand extensions {text:bookmark-end} One popular strategy for leveraging brand equity is brand extensions. Companies expect consumers will like the new offering so they launch new products under existed popular brand names. There are some reasons rationalise that expectation.

One of them is the familiarity with the parent brand. Secondly, consumers have positive feeling toward that parent brand. Thirdly, they might associate positive attribute with the parent brand as well. By comparing brand extensions to launching new products under new names, the former can help in some marketing activities as the following: Enhance the effectiveness of promotional efforts. Develop access to more distribution channels. Regarding consumers’ perceived risk of purchasing a product or benefit of service, brand extensions will reduce that risk. text:bookmark-start} Red Bull advertising {text:bookmark-end} According to Kraihamer: “We do not market the product to the consumer, we let the consumer discover the product first and then the brand with all its image components” (Keller, 2006). (Kumar; Linguri, 2003) state that Red Bull has mastered buzz marketing and has noticed the benefits of it. The image it has created for its products is edgy and to some extends dangerous. In 1987, when Mateschitz formulated the energy drink, most of the bars in Austria refused to stock it at first. On the other hand, snowboarders and clubbers recognised the energy that it gave them.

It became, later on, more popular not only in Austrian market but in Europe as well. In order to generate buzz in a different way to its potential customers and to build an image, Red Bull used what calls “consumer education”. It targeted University students by hiring student brand managers who had been provided with free cases and asked them to throw a party. Here, these students spread the good word about Red Bull very quickly. Another way to employ this marketing technique is to hire some locals to drive around in Red Bull’s special cars that have its logo with a large can. In this car there is a fridgie full of Red Bull’s cans.

The task of those drivers is to find people who need energy and give them a free can. For athlete only, Red Bull sponsors several of extreme sports events include a flying-machine flugtag, cliff-diving, kite-boarding, s snowboarding, mountain biking, paragliding, street luge, ice cross downhill, skate-boarding and surfing. As mentioned before, these events are for athlete only “to support a community of athletes and to bring credibility to the sports they compete in” said Emmy Cortes, director of communications for Red Bull (Kumar; Linguri, 2003). Works Cited {text:bookmark-end} Bowman, J. (2002, October 18).

Red Bull rethinks brand image for Asia. Media: Asia’s Media & Marketing Newspaper, Retrieved September 25, 2009, from Business Source Premier database. Keller, K. (2006). Best Practice Cases in Branding :Lessons from the world’s strongest brand. 3rd edition, Pearson Prentice Hall, New Jersey Keller, K. (2008). Strategic Brand Management: Building, Measuring, and Managing Brand Equity, 3rd edition, Pearson Prentice Hall, New Jersey Kim, Hakkyun and Deborah Roedder John (2008), “Consumer Response to Brand Extensions: Construal Level as a Moderator of the Importance of Perceived Fit,” Journal of Consumer Psychology, 18 (2), 116-26_. Kumar, N. , & Linguri, S. (2003). FT SUMMER SCHOOL: Buzz, chat and branding give Red Bull wings, Financial Times; Aug 08, 2003 Rodgers, A. L. (2007, Dec 19). It’s a (Red) Bull Market After All | Fast Company. Retrieved Sep 20, 2009, from Fast Company: http://www. fastcompany. com/articles/2001/10/redbull. html Volckner, F. , ; Sattler, H. (2006). Drivers of brand extension success. Journal of Marketing, 70, 18? 34.

Cite this Red Bull Brand Case Study

Red Bull Brand Case Study. (2018, Jan 25). Retrieved from https://graduateway.com/red-bull-brand-case-study/

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