“If we don’t create the market, it doesn’t exist. We don’t bring the product to the consumer; we bring consumers to the product.”
Red Bull Co-founder Dietrich Mateschitz
This paper is an analytical look into the external and internal marketing activities conducted by Red Bull in the United Kingdom and in Thailand. Through comparing Red Bull’s position within these two nations we intend to define the differences in the marketing and branding strategy of the product within the European and Asian markets. Factors which will be studied include the differences in UK and Thai marketing activities, DEPEST factors of both nations, market analysis’, and a look into the companies micro environment.
First a look into the DEPEST factors of both nations will identify the playing field Red Bull has to work with in each region. The Thai market is an emerging economy with and unstable political environment yet persistently strives for westernization, growth, and technological improvements. The United Kingdom is a world power with a strong matured first world economy that wields strong political strength, technological advancement, and consumer sophistication. Through looking at the Ruscon model, MaBa model, and Porters Five Forces we tie their theories to Red Bull’s corporate practices and role within each respective region. A Meso-Analysis of Red Bull is then undertaken to understand who the company is with a look into the history, general market information, market behavior, size and segmentation, and competitors that Red Bull is continually faced with in the market.
Next we look into the Micro-environment surrounding Red Bull and analyze their mission and vision of becoming the most accessible and recognizable energy Beverage Company in the world. We observe their regional profitability and position within the markets. In the UK there is more liberal and innovative product placement, while in Thailand the products maintain a more traditional and conventional placement method. Then we approach Red Bull’s regional strategy. We will answer how the company intends to maximize sales of its product within each region. Key strategic tools that will be used to identify the strategy include Porter and T&W, looking at segments and positioning, branding, and targeting.
In order to determine what Red Bull’s key strengths are we look at its industry leadership as a sustainable competitive advantage in the UK and Thailand. Its innovative beverage formula and strong marketing techniques are then assessed as being the core competencies within its strategic plan. A final look at the marketing mix via the product, price, place, promotion, and personnel will focus on the entire package that Red Bull delivers and look at all the elements that have lead to its success.
A SWOT analysis is then used to summarize the strengths, weaknesses, opportunities, and threats that are currently facing Red Bull internally and externally. Finally we conclude with a list of recommendations for Red Bull. Our recommendations are shaped to prevent consumers from getting bored with Red Bull. They focus on the company taking advantage of its strong position and expanding their product line and riding the wave of consumer loyalty by introducing a wide array of health / energy based product lines.
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