Red Bull: Are You Ready for the Ride?
The Anti-Brand Brand
The image of Red Bull is open to interpretation. It is synonymous to a “bull in china shop” – it is not subtle and you are likely to break something, however, you will look cool doing it and become part of a sub-culture bordering on anti-establishment. This is the key to the “BUZZ” – there are no rules. Who doesn’t have a rebel inside wanting to get out, who wants to fly, jump, ski or escape from the mundane? Red Bull developed a safe way of escape through association: energy, danger and youth.
Brand Equity is the added value given to products and services – reflecting how consumers think, feel and act towards a brand (Kotler et al 2009). Red Bull sells “cool” as added value to their hyped-up liquid. They sell a life style, a culture of cool and adrenaline all via brand association. Red Bull has developed a brand loyalty by creating awareness through non-standard advertising, extreme and unusual sporting events as well as providing controversy at governmental levels to the extent that some countries have even banned the product. This has created an aura of mystery and bad boy charm around the product resulting in word to mouth or viral marketing and giving Red Bull a competitive advantage.
The actual contents of the can are also subject to confusion. Was it high strength caffeine? Did it have bull hormones? Similarly, why would you drink it? Was it a sports drink, an energy drink, a legal high? Was it a mixer or is it drunk straight? Was it safe and legal? The ambiguity surrounding the release of Red Bull made it intriguing and successful. In 2001, Red Bull was voted as one of the top brands in Africa and Europe (Rusch, 2002).
What really differentiates Red Bull from other companies is that they are a company that participates with consumers and stakeholders – they are not spectators, they lead by example. Red Bull is out there participating in raves, extreme sporting events and inventing new extreme activities such as speed gliding,
The image of Red Bull is open to interpretation. It is synonymous to a “bull in china shop” – it is not subtle and you are likely to break something, however, you will look cool doing it and become part of a sub-culture bordering on anti-establishment. This is the key to the “BUZZ” – there are no rules. Who doesn’t have a rebel inside wanting to get out, who wants to fly, jump, ski or escape from the mundane? Red Bull developed a safe way of escape through association: energy, danger and youth.
Brand Equity is the added value given to products and services – reflecting how consumers think, feel and act towards a brand (Kotler et al 2009). Red Bull sells “cool” as added value to their hyped-up liquid. They sell a life style, a culture of cool and adrenaline all via brand association. Red Bull has developed a brand loyalty by creating awareness through non-standard advertising, extreme and unusual sporting events as well as providing controversy at governmental levels to the extent that some countries have even banned the product. This has created an aura of mystery and bad boy charm around the product resulting in word to mouth or viral marketing and giving Red Bull a competitive advantage.
The actual contents of the can are also subject to confusion. Was it high strength caffeine? Did it have bull hormones? Similarly, why would you drink it? Was it a sports drink, an energy drink, a legal high? Was it a mixer or is it drunk straight? Was it safe and legal? The ambiguity surrounding the release of Red Bull made it intriguing and successful. In 2001, Red Bull was voted as one of the top brands in Africa and Europe (Rusch, 2002).
What really differentiates Red Bull from other companies is that they are a company that participates with consumers and stakeholders – they are not spectators, they lead by example. Red Bull is out there participating in raves, extreme sporting events and inventing new extreme activities such as speed gliding,
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