![]() ![]() Avoiding mass mediaīuilding a beverage brand without relying on mass-marketing campaigns was unimaginable at the time. If they wanted to create a competitive advantage that competitors couldn’t recreate overnight, they needed an extraordinary marketing strategy. All the ingredients were listed on the can. ![]() The Red Bull team was aware they had a product that could be easily copied there was no secret formula. From the start, Mateschitz’s business philosophy was not to bring product to the consumer, but rather bring consumers to the product. ![]() Red Bull was on a quest to build a unique brand that would eventually become iconic. “We do what we do best,” said Emmy Kasten, Red Bull’s director of corporate communications at the time. Aside from this, Red Bull insisted on a unique cylindrical can and a premium pricing strategy that helped them differentiate the product from other drinks so they further stood out within the beverage vertical. Īt a time when brands like Coca-Cola, Pepsi, and Starbucks were in a race to introduce new flavors and packaging, Red Bull stayed focused on one product. When it comes to product strategy, for years, Red Bull’s offering was singular: It offered one 8.4-ounce can, one taste, and one color. And unlike other big brands at the time that were spending their marketing budgets on print, billboards, banner ads, and Super Bowl commercials, Red Bull used “anti-branding” and “anti-marketing” strategies (like placing empty cans in clubs.)Īs time passed, the approach of avoiding traditional advertising and relying on unconventional tactics was no longer a question of marketing budget, but rather a marketing strategy (as it has become their trademark.) Focus on product This tactic, paired with a seeding program focused on getting Red Bull products into trendy shops, clubs, and bars, drove word of mouth and helped the brand become viral-long before social media made this a more common occurrence. So instead, they went guerilla-style-targeting men in the 18-35 age range at college parties and bars and offered up free samples. Red Bull didn’t launch with a large budget for traditional marketing. This was one of many maverick moves the brand would make over the years and served as a stepping stone toward building a unique brand that will change the world of marketing forever. So instead, he decided to play by his own rules.īy establishing the “energy drink” category, Red Bull avoided being compared with other soda brands. Mateschitz knew that if Red Bull was to be measured against expectations and criteria for soft drinks, the product stood no chance compared with the big players. The odds were against them as newcomers to a vertical already teeming with competition. The competition was cutthroat, and the market was already saturated. ![]() In the 80s, there was no “energy drink” category in the market-and competing with soft drinks and sodas was like jumping into a sea full of hungry sharks.
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