Denna uppsats ämnar utreda vad det är som gör att Red Bulls konsumenter uppfattar Red Bull som unikt i jämförelse med andra energidrycker. Red Bull är idag marknadsledande i Sverige inom energidryckesmarknaden. De har en marknadsandel på 31 procent samtidigt som de har ett pris-premium på sina produkter. För att utreda Red Bulls unicitet har uppsatsen utgått från en teoretisk modell beståendes av fyra påverkande faktorer som alla bidrar till uppfattad unicitet. Dessa faktorer är uppfattad kvalité av varumärket, medvetenhet om varumärket, associationer till varumärket och lojalitet till varumärket. Med hjälp av en kvantitativ undersökning som genomförts med konsumenter till Red Bull kunde det konstateras att den avgörande faktorn till Red Bulls unicitet var konsumenternas medvetenhet om Red Bulls varumärke. En starkt bidragande orsak till den höga medvetenheten är förmodligen att Red Bull väljer att lägga 40 procent av sina intäkter på marknadsföring och med hjälp av denna strategi skapat sig en unik ställning på den svenska energidryckesmarknaden.

<p><strong>Date: </strong>23^rd November, 2009</p><p> </p><p><strong>Level: </strong>Master Thesis in International Business and Entrepreneurship (EFO705), 15 credits</p><p><strong> </strong></p><p><strong>Authors: </strong>Karakawat Sarasalin (830117-T255)    Thitiporn Watthanachai (831031-T124)</p><p>ksn08001@student.mdh.se                       twi08001@student.mdh.se</p><p>Title: The internationalization process of Red Bull from the perspectives of global expansion</p><p><strong>Supervisor: </strong>Jean-Charles Languilaire</p><p><strong>Problem</strong><strong> </strong><strong>Statement</strong><strong>: </strong>How did RED BULL manage to be as an important central international market player?</p><p><strong>Purpose: </strong>The purpose of this research is to describe the internationalization process of Red Bull; how Red Bull created, sustained and developed?</p><p><strong> </strong></p><p><strong>Method: </strong>We mainly use secondary data and the qualitative data. Qualitative data in the form of interview questions through e-mailing. But we also use quantitative method based on documental research from books and internet.</p><p> </p><p><strong>Conclusion: </strong>Red Bull does not follow the standard pattern of establishment chain presented in the Uppsala model. Its establishment chain is composed of three stages: licensing ,wholly owned sales subsidiaries and jointed venture. Red Bull has developed strong market within the beverage industry network and strong bonds with its external suppliers. The expansion decisions of Red Bull have been influenced by the factors. Red Bull developed in the European market, we found that it careful consideration about both internal and external factors, Red Bull usually prefers to conquer a new market with a relevant low risk entry mode.</p><p><strong>Keywords: </strong>Red Bull, internationalization, network, factors</p>

Date: 23rd November, 2009   Level: Master Thesis in International Business and Entrepreneurship (EFO705), 15 credits   Authors: Karakawat Sarasalin (830117-T255)    Thitiporn Watthanachai (831031-T124) ksn08001@student.mdh.se                       twi08001@student.mdh.se Title: The internationalization process of Red Bull from the perspectives of global expansion Supervisor: Jean-Charles Languilaire Problem Statement: How did RED BULL manage to be as an important central international market player? Purpose: The purpose of this research is to describe the internationalization process of Red Bull; how Red Bull created, sustained and developed?   Method: We mainly use secondary data and the qualitative data. Qualitative data in the form of interview questions through e-mailing. But we also use quantitative method based on documental research from books and internet.   Conclusion: Red Bull does not follow the standard pattern of establishment chain presented in the Uppsala model. Its establishment chain is composed of three stages: licensing ,wholly owned sales subsidiaries and jointed venture. Red Bull has developed strong market within the beverage industry network and strong bonds with its external suppliers. The expansion decisions of Red Bull have been influenced by the factors. Red Bull developed in the European market, we found that it careful consideration about both internal and external factors, Red Bull usually prefers to conquer a new market with a relevant low risk entry mode. Keywords: Red Bull, internationalization, network, factors

I detta projekt har ett koncept garage för Red Bull Racing F1 Team tagits fram inför säsongen 2023. Designutmaningen i projektet var att studera nuvarande koncept och hitta lösningar för ett fortsatt flow för personal men också ett stort fokus på hur man på bästa sätt kan hitta en designlösning på hur man kan visa upp varumärket och bilarna inför 2023 och framtiden. Uppgiften togs fram av mentorn från Red Bulls sida på detta projekt, Stefan Bridges, head of creative design. Under hela samarbetet har kontakten med Red Bull vart stor och de är en stor del av utvecklingen av garaget. Projektet följde en industridesign process med tre faser, analysfas, kreativ fas och en presentationsfas.

Den österrikiske entreprenören Dietrich Mateschitz grundade 1983 Red Bull tillsammans med thailändska investeraren Chaleo Yoovidhya. 38 år senare sålde Red Bull uppskattningsvis 9,8 miljarder burkar årligen. Dietrich Mateschitz lanserade 1983 inte bara en ny produktkategori utan ett marknadsföringskoncept som idag kan återfinnas inom sport, musik och kultursammanhang.    I denna uppsats utforskas 18–32 åriga svenskars relation till Red Bull, både varumärket som energidrycken i ambitionen att expandera och belysa den typ av marknadsföring och varumärkesarbete som företaget genomför. Detta sker genom en kvantitativ enkätundersökning med frågor inspirerade av Lynn B.Upshaws Building Brand Identity, A strategy for success in a hostile marketplace och Lena Leikas i Nordiska ministerrådets Otraditionella marknadsföringsmetoder mot barn och unga. Redovisning av resultatet och analys följer. Totalt 153 svar samlades, varav 152 av dem tillfrågade var bekanta med varumärket i fråga.    Enkäten belyste åsiktsskillnader och starka känslor de tillfrågade kände kring varumärket, övervägande majoriteten positiva men också en avsevärt stor proportion negativa. Enkäten visade en åsiktsskillnad mellan varumärket och produkten med motivationer grundade i produktens natur.

<p>The purpose of this thesis is to through brand communication and Red Bull’simage examine how they position themselves as leaders on the Swedish energydrink market. We chose relevant theories within buzz marketing, word ofmouth, sampling and events. Our method of preference was quantitativequestionnaires which we spred through email to students at the LinneausUniversity and other social networks such as Facebook and blogs. Our empiricalstudy is based on our questionnaires and information about Red Bull. Throughanalyze of our empirical study we could draw general conclusions on Red Bull’sdemographic and attitudes the consumers have against the brand and theirproducts.</p><p>From our results we could see how wide and impressive Red Bull’sbrand communication is, and how people who don’t even buy their products stillknow about them and see them as better than their competitors as well as theleading brand on the Swedish energy drink market. Through consistent brandcommunication and communication methods that support and strengthen eachother, Red Bull has managed to retain their position as leaders on the energydrink market in Sweden. Red Bull was the first brand on this market and can tothis very day benefit from the advantages of being first, and own a place inconsumer minds as “the original”, top-of-mind and even synonymous withenergy drinks. The company have adapted some changes in their product line,just like their competitors, but haven’t been affected more noticeably by thecompetition on the market.</p>

The purpose of this thesis is to through brand communication and Red Bull’simage examine how they position themselves as leaders on the Swedish energydrink market. We chose relevant theories within buzz marketing, word ofmouth, sampling and events. Our method of preference was quantitativequestionnaires which we spred through email to students at the LinneausUniversity and other social networks such as Facebook and blogs. Our empiricalstudy is based on our questionnaires and information about Red Bull. Throughanalyze of our empirical study we could draw general conclusions on Red Bull’sdemographic and attitudes the consumers have against the brand and theirproducts. From our results we could see how wide and impressive Red Bull’sbrand communication is, and how people who don’t even buy their products stillknow about them and see them as better than their competitors as well as theleading brand on the Swedish energy drink market. Through consistent brandcommunication and communication methods that support and strengthen eachother, Red Bull has managed to retain their position as leaders on the energydrink market in Sweden. Red Bull was the first brand on this market and can tothis very day benefit from the advantages of being first, and own a place inconsumer minds as “the original”, top-of-mind and even synonymous withenergy drinks. The company have adapted some changes in their product line,just like their competitors, but haven’t been affected more noticeably by thecompetition on the market.

Studien “ Red Bull och Ferrari – konkurrenterna från olika branscher” ämnar studera energidryckesföretaget Red Bulls kommunikation i kommersiella sammanhang inom motorsporten formel 1 komparativt med formel 1-konkurrenten Ferrari. Red Bull har varit dominerande inom sporten under en lång tid jämsides med bland annat Ferrari. Red Bull och Ferraris engagemang inom formel 1 kommer med en hel del intressanta forskningsfrågor. Studiens skribenter upplevde ett forskningsområde som extra intressant, som handlar om hur Red Bull kommunicerar ut sitt varumärke visuellt i jämförelse med formel 1-laget Ferrari, eftersom båda tillhör den absoluta eliten inom sporten. Genom en metod bestående av en visuell retorisk analys genomfördes en studie där Red Bulls varumärkeskommunikation inom formel 1 jämfördes med Ferraris dito. Ferrari är en av Red Bulls huvudkonkurrenter inom formel 1 och därför ämnar studien jämföra de två olika företagens strategi inom marknadskommunikation. Olika strategier analyseras, jämförs och diskuteras för att ge läsaren en så tydlig bild som möjligt av likheter och olikheter mellan företagens strategier med en stabil teoretisk grund. Studiens resultat visar på flera olikheter mellan företagens visuella kommunikation. Red Bull använder retoriska verktyg för att stärka sitt varumärke genom att framhäva sina förare och sitt lag när de har åstadkommit sportsligt bra resultat. Ferraris användning av visuell retorik är mer centrerat kring att stärka sitt varumärke genom att framhäva deras produkter och deras kompetens inom biltillverkning med hjälp av deras deltagande i formel 1. / The study “Red Bull and Ferrari – the competitors from different industries” aims to study the energy drink company Red Bull's communication in commercial contexts within Formula 1 in comparison with their Formula 1 competitor Ferrari. Red Bull has been a dominating force in the sport for a long time alongside Ferrari, among others. Red Bull’s and Ferrari’s activities regarding Formula 1 raises some interest scientific questions. The study's writers found an area of ​​research particularly interesting, which concerns how Red Bull communicates its brand in comparison with the Formula 1 team Ferrari, with the fact in mind that the companies belong to the absolute elite in the sport. Through a method consisting of visual rhetorical analysis a study was conducted where Red Bull's advertising strategy in formula 1 was compared with Ferrari's within formula 1. Ferrari is one of Red Bull's main competitors in Formula 1 and therefore the study intends to compare the two different companies' strategy in marketing communication. Different strategies are analyzed, compared, and discussed to give the reader as clear a picture as possible of the similarities and differences between the companies' strategies with a stable theoretical basis. The result of the study shows several differences between the companies' visual communication. Red Bull uses rhetorical tools to strengthen their brand through highlighting their driver and their teams when they have achieved positive results in terms of sporting results. Ferrari’s use of visual rhetoric is more centered around strengthening their brand through highlighting their products and their competence within car manufacturing through the aid of their participation in formula 1.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Red Bull is probably one of the most interesting brands ever created. Since its launch in Austria in 1986 and the launch in South Africa in November 1997, Red Bull has caused a stir. Dietrich Mateschitz created Red Bull after visiting Thailand and seeing the taxi drivers drinking syrup called Kraling Daeng. He took this mixture to his home country and started to develop something more acceptable to the Western taste. The Red Bull brand was developed and built by firstly developing the taste, then designing the can and lastly designing the famous cartoons. Only thereafter the rollout started. Red Bull created a new drinks category called energy drinks. This research will take a close look at and discuss how Red Bull used the strategic marketing process to decide whether to enter the South African market, and from a marketing point of view, how the brand was and still is managed, focusing specifically on the first ten years since its launch in South Africa. Red Bull hit the South African shops in November 1997. This happened after a local distributor, THUMB Trading and later J Melnick & Company, did some analysis about the market. This industry, political, economic, social, technical and environmental analysis showed that the brand could be successful in the country. The volatile and ever changing exchange rate and import duties would however be the biggest external factors affecting the pricing in South Africa. Red Bull Head Office together with the local distributor investigated the market size and market potential, concluding that there was huge potential to launch the product in South Africa. The distributor at the time, THUMB Trading, was a consumer goods importer with good knowledge of the market. Their distribution and penetration into the retail market was solid although they lacked in the newly identified on-premise market. A new team was established to service this on-premise market, which was Red Bull 's focus when entering the market, supported by consumer sampling. The first phase, getting the silver and blue can into all the trendy and well-known on-premise outlets, was very successful but soon the next phase of rolling the brand out to the retail and convenience stores needed to commence. This coincided with even more consumer awareness programs across the country. The marketing activities soon followed, not in the traditional 4 Ps style of price, product, place and promotion, but something quite different. Red Bull introduced their methodology looking at the brand based on five pillars - media, sport and events sponsoring, consumer collecting, trade and retail promotions, and market research. These pillars each have their specific goals closely interacted to form an integrated marketing approach. Red Bull has unique brand events such as Boxcart and "Flugtag" (Flying day) to create the awareness and fun around the brand. These events are held in popular and spectacular locations, which attract tens of thousands of spectators to witness the brand at first hand. The Red Bull sponsored and supported athletes help to promote the functionality of the brand by helping athletes (and other consumers) with endurance, recovery, concentration and focus in time when they need it most. The marketing mix also consists of trade and retail promotions where Red Bull has developed specific point-of-sale items for the different channels. The category management and "global score" projects further enhance the Red Bull visibility, resulting in increased sales. Red Bull looks at the marketing spend on a monthly basis making sure it is progressing according to the budget. Any deviations found in the control process are carefully analysed and the adjustments are made accordingly. The local marketing team has to submit a revision at the end of each quarter making sure they stay on track according to the Annual Business Plan approved in December of the previous year. Monthly feedback is given to the country manager or Quarterback and Area Manager in the marketing and sales report on all development according to a predefined set of targets. The Red Bull sales and marketing efforts in South Africa are not only supported by local marketing efforts but also by Red Bull Head Office's international marketing strategies. These include Red Bull projects such as the channel crossing, the Jesus statue jump and world record speed skiing attempts to name but a few. The Red Bull companies with the well-known Red Bull Racing and Torro Rosso respectively competing in the Formula One Grand Prix series, Hangar 7 housing the Flying Bulls or the Red Bull Air Race, also contributes to keep the brand in consumers minds. Red Bull is truly a different brand with unique ways of doing business. The planning and thinking integrate not only the different pillars but also the head office projects, and Red Bull companies make the marketing effort something special to watch. This integrated marketing approach comprising of so many different angles sets new marketing standards, and also makes it easier to understand why the brand is so strong globally. The Red Bull success can be attributed to a small number of things, which include their people,the passion for the brand, a drive to succeed, and their detailed planning methodology. The way of doing is consistent throughout the world, speaking the same language with the same message everywhere - a unique brand with strong brand values, focus and strategies, which thinks as a number two to be the number one ...... "Red Bull gives you wiiings!" / AFRIKAANSE OPSOMMING: Red Bull is waarskynlik een van die mees interessante handelsname wat ooit geskep is. Sedert die bekendstelling in Oostenryk in 1986 en die bekendstelling in Suid-Afrika in November 1997, het Red Bull 'n beroering veroorsaak. Dietrich Mateschitz het Red Bull ontwerp nadat hy Thailand besoek het en daar gesien het dat taxi-bestuurders 'n stroop, genaamd Krating Daeng, drink. Mateschitz het hierdie mengsel na sy tuisland teruggeneem en begin om iets te ontwikkel wat meer aanvaarbaar vir die Westerse smaak sou wees. Die Red Bull handelsmerk is ontwikkel en uitgebou deur eerste die smaak te ontwikkel, daarna die blikkie te ontwerp en laastens die welbekende tekenprente. Slegs daarna het die bekendstelling begin. Hierdie navorsing sal in diepte kyk en bespreek hoe Red Bull die strategiese bemarkingsproses gebruik het in die besluit om die Suid-Afrikaanse mark binne te dring al dan nie en vanuit 'n bemarkingsoogpunt bespreek hoe die handelsmerk bestuur is en steeds bestuur word deur spesifiek te fokus op die eerste tien jaar vanaf bekendstelling in Suid-Afrika. Red Bull is in November 1997 in Suid-Afrikaanse winkels beskikbaar gestel. Dit het gebeur nadat 'n plaaslike verspreider, THUMB Trading, later bekend as J Melnick & Company, 'n markanalise gedoen het. Hierdie industrie, politieke, ekonomiese, sosiale, tegniese en omgewingsanalise het gewys dat die handelsnaam baie suksesvol in die land kon wees. Die onbestendige en ewig veranderende wisselkoers asook invoerbelasting sou egter die grootste eksterne faktore wees wat betref die prysbepaling vir die Suid-Afrikaanse mark. Red Bull hoofkantoor, tesame met die plaaslike verspreider het die markgrootte en markpotensiaal ondersoek en tot die gevolgtrekking gekom dat daar baie potensiaal is om die produk in Suid-Afrika vry te stel. Die verspreider, THUMB Trading, was 'n invoermaatskappy van verbruikersgoedere met 'n grondige kennis van die mark. Hul verspreiding en penetrering van die handelsmark was bestendig, alhoewel hulle tekortgeskiet het in die nuut geidentifiseerde "op-perseel"-mark. Red Bull wou spesifiek fokus op die "op-perseel"-mark asook verbruikersmonsters terwyl die mark betree word en daar is toe 'n span saamgestel wat hierdie "op-perseel"-mark sou diens. Die eerste fase, om die silwer-en-blou-blikkie in al die gewilde, toonaangewende "op-perseel" verkooppunte beskikbaar te stel, was baie suksesvol, maar kort daarna moes die volgende fase begin - om die produk in die kleinhandelafsetpunte en gerieflikheidswinkels te hê. Hierdie fase het saamgeval met selfs nog meer gebruikersbewusmakingsprogramme oral deur die land. Die bemarkingsaktiwiteite het kort daarna gevolg - nie in die tradisionele 4 P-styl van prys, produk, plek en promosie nie, maar iets heeltemal eiesoortig. Red Bull het hulle metodologie bekendgestel wat daarop berus dat hulle die bemarking van die handelsmerk op vyf pilare basseer: media, sport en geleentheidsborgskappe, verbruikersversameling, handel- en kleinhandel promosies, asook marknavorsing. Hierdie pilare het elk sy eie spesifieke doelwitte met noue wisselwerking tussen mekaar om uiteindelik 'n geintegreerde bemarkingsbenadering te vorm. Red Bull bied unieke okkasies, soos "Boxcart" en "Flugtag" (Vliegdag) aan om bewusmaking en pret rondom die handelsmerk te verhoog. Hierdie okkasies word in gewilde, skouspelagtige plekke aangebied wat tienduisende toeskouers teiken wat die handelsmerk eerstehands kan ervaar. Atlele wat deur Red Bull geborg en/of ondersteun word, help om die funksionaliteit van die handelsnaam te bevorder deur atlete, asook ander verbruikers, te help met hul uithouvermoë, herstel, konsentrasie en fokus op die tye wat hulle dit die nodigste het. Die bemarkingsaktiwiteite sluit ook in handels- en kleinhandelpromosies waar Red Bull spesifieke verkooppunt-items ontwikkel het vir die verskillende kanale. Die kategorie bestuur- en globale puntestandprojekte bevorder die Red Bull sigbaarheid wat weer lei tot verhoogde verkope. Red Bull kyk maandeliks na die bemarkingsbesteding om sodoende te verseker dat dit volgens die begroting verloop. Enige afwykings wat tydens die kontrole proses gevind word, word baie deeglik geanaliseer en aanpassings word gemaak. Die plaaslike bemarkingspan moet elke kwartaal 'n revisie indien om te verseker dat hulle op die regte spoor bly aangaande die Jaarlikse Besigheidsplan wat Desembermaand van die vorige jaar goedgekeur is. In die bemarkings- en verkoopsverslag word maandeliks terugvoer aan die landbestuurder en areabestuurder gegee rakende alle vordering op grond van 'n voorafgedefinieerde stel doelwitte. Die Red Bull verkoop- en bemarkingsprestasies in Suid-Afrika word nie net deur plaaslike bemarkingspogings ondersteun nie, maar ook deur Red Bull hoofkantoor se internasionale bemarkingstrategiee. Hierdie sluit projekte in soos die kanaaloorkruising, die Jesusbeeld-sprong en wereldrekord spoedskipogings, om maar net 'n paar te noem. Die Red Bull maatskappye, tesame met die welbekende Red Bull Racing en Torro Rosso wat afsonderlik deelneem aan die Formule Een Grand Prix-reeks, die Hangar-7 wat die Vlieende Bulle of die Red Bull Lugspan huisves, dra almal daartoe by om bewusmaking van hierdie handelsnaam by verbruikers te verhoog. Red Bull is verseker 'n andersoortige handelsnaam wat op 'n unieke manier besigheid doen. In die beplanning- en oorwegingsfase word nie net die verskillende pilare geintegreer nie, maar ook die projekte wat deur die hoofkantoor geloods word en die Red Bull maatskappye maak die bemarkingsprojek iets besonders om te sien. Hierdie geintegreerde bemarkingsbenadering wat uit soveel verskillende fasette bestaan, stel nuwe bemarkingstandaarde, maar maak dit ook makliker om te begryp waarom hierdie handelsnaam wereldwyd so sterk is. Die sukses van Red Bull kan toegeskryf word aan 'n paar dinge, wat insluit hul mense, die passie vir die handelsmerk, die deursettingsvermoe om suksesvol te wees, asook hul gedetaileerde beplanningsmetodologie. Die manier van doen is wereldwyd konsekwent, praat oral dieselfde taal met dieselfde boodskap - waarlik 'n unieke handelsnaam met sterk waardes, fokus en strategiee, wat dink soos 'n nommer twee om verseker die nommer een te wees. . .... "Red Bull gives you wiiings"!

Thesis (MBA)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: The Red Bull brand has been in the international market since 1992 and entered the South African market in 1997. The company has seen phenomenal growth in the South African market, selling in excess of 39 million cans in South Africa during 2010. The brand created the energy drink category for the Western world. Red Bull grew the energy drink category in South Africa (SA) and with growth in profits and turnover, competitors entered the energy drink category. According to the brand strategy, the positioning of the Red Bull brand has always been premium. However, the economy and the fierce competitive environment in the energy drink category have become challenging for the brand both in terms of market share and value share. This begs the question: Is the Red Bull brand in South Africa sustainable? The brand remained premium in difficult economic times and during a time when many new brands entered the energy drink category. Hence, Red Bull’s loss of value and volume share in the energy drink category is the motivation for this study. The approach to the research includes conducting focus-group interviews with consumers and administering questionnaires. The research consists of three parts, namely Project Toro, Project Rojo and Project Matador, and was conducted by TNS Research SA for Red Bull. The research indicated that the brand is challenged in the area of pricing. Price remains the barrier of entry for new consumers purchasing Red Bull. Consumers agree that the brand must remain a premium brand. However, at some stage premium can become too premium. The price of Red Bull products will have to decrease to help ensure sustainability of the brand in South Africa. However, consumers did note that the brand must not decrease its prices too much because it will take away the status of the brand. The Red Bull brand is also challenged by the value proposition component. Competitor brands have larger cans which offer consumers value for money while Red Bull is known as the “small can” brand. As based on Red Bull’s international strategy, the efficacy and re-energising functional value of the brand are the main reasons why people still consume Red Bull. The focus that Red Bull once had on the entry-level consumer market that ensures sustainability of the brand has also been challenged by new brands in the category. Competitors have seen the opportunity created by investing in the entry-level consumer market. Red Bull SA has not been keeping up with international energy trends, which created an opportunity for competitors to launch bigger pack sizes and to be first-to-market. This has taken away value and volume share from the most valuable energy drink brand in South Africa. Renewed focus on the main findings of the research can give Red Bull the opportunity to once again be the leading brand in terms of value and volume.