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Red Bull Marketing Audit Red Bull Marketing Audit MARKETING AUDIT: THE CASE FOR RED BULL 1 Red Bull Marketing Audit 2 TABLE OF CONTENTS Title Page PART I. MARKETING ENVIRONMENT AUDIT Macroenvironment A. Demographic ……………………………………………………. 2-3 B. Economic ………………………………………………………… 3-4 C. Environmental …………………………………………………… 4-5 D. Technological ……………………………………………………. 5-6 E. Political …………………………………………………………… 6-7 F. Cultural …………………………………………………………… 7-8 Task Environment A. Markets …………………………………………………………… 8-10 B. Customers ……………………………………………………….. 10-12 C. Competitors ……………………………………………………… 12-13 D. Distribution and Dealers ……………………………………….. 14 E. Suppliers …………………………………………………………. 15 F. Facilitators and Marketing Firms ……………………………… 15-16 G. Publics ……………………………………………………………. 16 PART II. MARKETING STRATEGY AUDIT A. Business Mission ……………………………………………….. 16-17 B. Marketing Objectives and Goals ………………………………. 17-18 C. Strategy ………………………………………………………….. 18 PART III. MARKETING ORGANIZATION AUDIT A. Formal Structure ………………………………………………… 18-19 B. Functional Efficiency …………………………………………… 19-20 C. Interface Efficiency …………………………………………….. 20 PART IV. MARKETING SYSTEMS AUDIT A. Marketing Information System ……………………………….. 21 B. Marketing Planning Systems …………………………………. 22-23 C. Marketing Control System ……………………………………. 23-24 D. New-Product Development System …………………………. 24 PART V. MARKETING PRODUCTIVITY AUDIT A. Profitability Analysis ………………………………………….... 25-26 B. Cost-Effectiveness Analysis ………………………………….. 26-27 PART VI. MARKETING FUNCTION AUDIT A. Products …………………………………………………………. 27-28 B. Price ……………………………………………………………… 28-29 C. Distribution ……………………………………………………… 29-30 D. Advertising, Sales, Promotion, Publicity & Direct Marketing. 30-31 E. Sales Force ……………………………………………………… 31-32 REFERENCES ………………………………………………………….. 33-37 Red Bull Marketing Audit 3 RED BULL GmbH MARKETING AUDIT REPORT PART I. MARKETING ENVIRONMENT AUDIT Macroenvironment A. Demographic The energy drink industry where Red Bull is a major player, like other beverage industries, is fast developing and expanding driven by a globalization impetus. Although a relatively young industry when compared to other mature beverage markets, emerging economies like those in Asia presents a very lucrative market potential for Red Bull. Diversification of retail outlets to these nations in order to better market the Red Bull energy drink product is, therefore, an opportunity for the world’s leading manufacturer of energy drinks. Additionally, in view of the fact that Red Bull caters to a younger market whose primary target is male teenagers and people in their 20s (Smith, Gupta & Gupta 2006) coupled with the fact that young people make up the ‘fastest growing segment of the world population’ (‘Youth at a Glance’ 2007), the possibilities for business profitability are endless. However, since people are increasingly concerned and aware of health issues and well-being, the threat of sustained patronage of the Red Bull product is looming on the horizon. Energy drinks contain a considerable dose of sugar and about as much caffeine as one cup of coffee (Cohen 2001), a recipe that worries nutritionists and doctors alike. Various news on the internet from reliable sources1 have cited instances wherein Red Bull was involved in such issues and, to a very damaging extent for the image of the company, even death from drinking said beverage. In response to said developments 1 See for example: http://news.bbc.co.uk/1/hi/health/1435409.stm; http://archives.cnn.com/2001/HEALTH/diet.fitness/05/29/energy.drinks.02/; http://abcnews.go.com/Health/story?id=2759942&page=1. Red Bull Marketing Audit 4 and trends, Red Bull has taken measures to ensure the general public that drinking their product is safe and not harmful for human health. This campaign was launched specifically in their website2 and various marketing efforts through the television3 and print media4, coupled with sports and arts sponsorships5 globally. Their youth-centered marketing efforts have led the business to concentrate on clubs and bars of the countries in where they market their product, in addition to the already stated tactics of common marketing media, although not so visible on the latter tactics. B. Economic The general picture of the world economy shows positive growth, in terms of global output (up by 5 in 2006 and 4.4% in 20056) and dominated by technologically and health-driven industries (CIA World Factbook 2007). However, in the developing economies where Red Bull targeted to expand its business operations, the income level over the last five decades has failed to grow causing an increase in an already high world inequality (‘World Economic and Social Survey’ 2007). Price ranges for the energy drink, on the other hand, remains stabilized due to the sustained patronization for said beverage product by the market. In line with such changes, Red Bull recognized the tendency of people to cut back on energy drink consumption and focus on more basic needs. Thus, their marketing strategy of giving away 2 Accessed at http://www.redbull.com/#page=ProductPage.Ingredients See for example: http://www.tellyads.com/show_movie.php?filename=TA2610&advertiser=Red%20Bull%60 4 See for example: http://206.145.80.239/zbc/showthread.php?t=011789 5 For more details, access http://sil.mcmaster.ca/Archive/life/041111lifetrend.html 6 From https://www.cia.gov/library/publications/the-world-factbook/geos/xx.html#Econ 3 Red Bull Marketing Audit 5 free Red Bull products to the markets where they are most profitable7, particularly students and employees who work at night and need the necessary energy that Red Bull professes to offer may work in enticing people to buy their power drinks. C. Environmental Various environmental issues have bombarded contemporary business organizations and Red Bull is no exception to the rule. Brennan (2006) stated that the energy consumed by the beverage industry in most countries, as well as the food industry, is a significant portion of the total energy used in manufacturing industry. Likewise, Hillary (200) noted that said industries are major producers of carbon dioxide. Since Red Bull is a privately held company, it is not very much subject to public scrutiny regarding environmental issues, unlike counterparts in the beverage industry like Coca-Cola and Pepsi who are publicly held. There is little or no news on the web regarding environmental issues involving the energy drink world leader, which may mean two things: that it complies with global standards for environmental care or issues about it has not received much publicity. The firm’s product is mainly filled and sold in aluminum cans and smaller share of Red Bull is marketed in single-use glass bottles. As a result, waste management is a big issue for the leading energy drink manufacturer. Fulfillment of a part of the company’s corporate social responsibility to the environment is one of the main expectations of shareholders and Red Bull, as 7 http://www.psychotactics.com/artnature.htm Red Bull Marketing Audit 6 an element of their unique marketing strategies, have set forth ways to minimize waste and protect the environment by way of appropriate and sound waste management initiatives. In line with this vision in mind, the company sough new technologies that can eliminate, if not totally mitigate, the negative impact of the company’s production and business operation to the environment and the community (‘Red Bull National Packing Covenant’ 2005). In concrete terms, this has been established by the use of ‘thinner, substantially reducing the amount of aluminum it used’ (‘Red Bull National Packing Covenant’ 2005). D. Technological One of the main challenges facing the energy drink industry is not only the need to deliver optimum volume growth and adapt to changing consumer demands but also to stimulate demand itself through greater product innovation. This is particularly relevant for Red Bull who has been observed to have failed in diversifying into other product lines, much less a Red Bull energy drink variant. Innovation, whether in terms of packaging or product formulation, has been widespread in the beverage industry over the last few years. Ashurst (2005) asserted that innovative premium priced energy drinks have witnessed rapid growth in the mature soft drinks markets of Western Europe and North America and are also generating substantial gains in the developing world. Hence, it is proven that innovation could help maintain momentum for the sector. The more complex drinks formulations like that of the Red Bull brand can pose significant analytical challenge for process management (Stratford, Red Bull Marketing Audit 7 Hofman & Cole 2000). Thirty years ago, there would have been a limited set of equipment in the quality control laboratory for the majority of beverage factories. However, with the move to larger and more efficient factories with faster bottling lines, it has become critical to ensure that bottling formulation is correct before the product is packed (Ashurst 2005). Red Bull, in their attempt to answer to environmental issues while at the same time reducing company costs, have undertaken research and development to improve on their product over the years. Dietrich Mateschitz, founder of the Red Bull company, looked for a manufacturer who can deliver the quality that his product needs to be able to differentiate itself from other energy drink products in the market. The Red Bell father also stressed the focus on lowering aluminium content in their cans. There is currently no generic energy drink substitute to replace can best rival, more so supersede, the Red Bull product, which is why sustained profitability is still feasible. However, there is no room to relax as competitors are always there aggressively eating away the company’s market leadership. E. Political In response to the push for a more health-driven society, the government has begun inspecting the industry starting late 2006 (Kerley 2006). Rosenbloom, Silink & Kida (2003) pointed out that the banning of soft drink products like Red Bull from schools in several county school districts in the USA is an important beginning for decreasing the incidence of Type 2 diabetes among children and teenagers. This is bad news for the energy drink industry in general, not only for Red Bull, because this means decreased Red Bull Marketing Audit 8 sales in the areas where such regulations are being implemented. And the problem is that the United States is not the only country to take such actions. Also late last year, the world’s first agreement to prohibit direct selling of full-sugar energy drinks like Red Bull in New Zealand schools have been signed (‘World First Agreement on Soft Drinks in Schools” 2006). Likewise, stricter pollution laws, amended equal employment opportunity laws, sterner price control watch, modified product safety and advertising regulations have resulted to Red Bull drastically changing their marketing strategies. Most prominent of this is their introduction of a sugar-free variant of their product in the market in order to counteract the negative effect on sales with the banning of full sugar energy drinks on institutions of learning in several countries. Also, a product safety measure is making Red Bull cans thinner so that there is less aluminum content in such package, making it more environmental-friendly. F. Cultural General public attitude towards the Red Bull product is acceptance and patronization, although a number of health-conscious groups have started to campaign on some of the bad effects of the energy drink on human health. Much of these criticisms to Red Bull, however, do not state that company is damaging to human health in itself. The product is popular among the clubhopping and athletic youth in Europe and the United States because of its successful creative approaches to delivering its overall marketing efforts conveyed through a set of initiatives which are culturally and sports-inclined. Among these are the Red Bull Music Academy, the Red Bull Acro team, the Red Bull Marketing Audit 9 Red Bull Yamaha and Junior Teams and the Red Bull Barako Philippine basketball team (Schmitt 2003). The Red Bull Music Academy is particularly interesting because the company created it for the exploration of music history, technology and business, and whose purpose is to offer a forum where enthusiasts from all over the world can share music, ideas and knowledge. These initiatives particularly reinforce Red Bull’s association with culture while creating an ideal environment for the product’s consumption. Like the customer’s acceptance of the product when it first came into the market, there is also the possibility that another beverage variant might be introduced in the market which would significantly decrease the market share of Red Bull. The recent trend of outsourcing business processes which requires employees of host countries to keep very late hours to go to work has likewise affected sales for the leading energy drink manufacturer. Since these groups of people needs extra energy to be able to stay up in the night to be able to perform their functions, Red Bull grabbed this market segment by a marketing strategy that puts their energy drink in the light as an energizer needed by such people to carry out their work. Since people have also started becoming health-conscious and more involved in physical activities like sports, Red Bull launched their sugar-free variant in 2003 and involved the company in sports sponsorships such as basketball, motorsport, cliff diving, skiing, skateboarding and BMX. It must be observed that Red Bull had begun sponsoring mostly extreme sports events, as they would like to build an image that those who drink their energy drink Red Bull Marketing Audit 10 lives on the edge of excitement and healthy living- an image that has attracted more people than Red Bull has dared to imagine. Task Environment A. Markets Smith, Gupta & Gupta (2006) observed that the major market segments that Red Bull is catering to are: (1) male teenagers; (2) people in their 20s; (3) extreme-sports enthusiasts; (4) video-game players; (5) basketball fans; and (6) hip-hop fans. From the above enumeration, it could be said that the market segments that Red Bull is targeting is a very young and outgoing group of consumers, which makes it more difficult for the company to market their product. The male teenagers who form part of their market will not be male teenagers for long, they will soon grow up and move to the early twenties segment of the market, which, fortunately, still belongs to the market captured by Red Bull. Even though these teenagers and early twenty consumers may grow up to become adults, Red Bull will not find scarcity in the said segment, as the continuous growth of the world population is a source of steady sales for the energy drink producer. These two market segments are distributed normally in the places where Red Bull sells their product, so geographical distribution is more or less a controlled factor. Extreme sports enthusiasts, on the other hand, are geographically dispersed, and have observed concentration only in developed and some developing countries where the locations are conducive to extreme sports activities. Their ages range from early twenties to late forties at the most, and whose segment size is steadily growing, given the tendency of people Red Bull Marketing Audit 11 nowadays to look for adventurous and exciting ways to chill out. Video-game players, as prompted by society’s addiction to technology, are likewise a market segment that patronizes Red Bull, with the latter’s claim to improve reaction times and assist in keeping people up and about for long-standing periods of time. Obviously, these are what video game addicts need and the said marketing ploy of the Red Bull firm seem to be working with this particular market sector. Basketball fans, on the other hand, are drawn by Red Bull’s marketing strategy with its promises of boosting energy needed to play the exhausting game. As evidenced in the Philippine scene, the Red Bull Barako team being one of the strongest basketball teams in the country, and aside from the fact that basketball is the most-loved and most-watched sport in the islands, the product is getting really impressive and extensive marketing exposure. This scenario brings to mind the equally popular Gatorade, whose sponsorship as the National Basketball Association’s (NBA) official sports drink has gained the PepsiCo product unequalled media coverage. Lastly, hip-hop fans as a sizeable segment of the Red Bull market has been brought up by the entry of Pit Bull Energy drink in the market in November of 2000 (McKenna 2004). Due to the fact that the latter product has gained considerable market share in the hip hop segment which Red Bull has neglected until Pit Bull’s emergence, the company under analysis significantly made changes in their marketing efforts to include said segment as part of their target markets. The Red Bull Music Academy, as part of Red Bull’s effort to capture the hip-hop people, caters largely to hip-hop fans around the globe. Red Bull Marketing Audit 12 B. Customers The goal of all businesses, not only those engaged in the energy drink industry, is to generate revenues and ensure the growth of their enterprises. Salespeople understand that there are distinct phases of the customer buying process, no matter what market segment they may belong. The key, according to Rosen (2002), is, therefore, providing the information that customers need to move through each phase of the process so that they arrive at the decision to make a purchase. These includes: (1) Need identification; (2) Research; (3) Product Selection; (4) Product Purchase; and (5) Post Purchase Behavior. The need identification phase is when a real or apparent need triggers or inspires someone to be interested in the product (Jacobs & Stone 2001). The second phase is research wherein alternative solutions are looked for by the consumer, which could be as simple as reading a label on a product seen at a grocery store or as complex as hiring a firm to research the issues and perform an analysis (Sandhusen 2000). The third phase, which is product selection, involves the consumer choosing on which of the available alternatives to purchase, which leads to the next buying phase- the actual purchase of the product (Hisrich 2000). Baker (2001) explained that the last stage of the buying process, which is post purchase behavior, is mainly dealt with for purposes of customer retention and gaining their loyalty. Customers and potential buyers of Red Bull rate the energy drink industry players based on a number of combined factors: (1) personal experience; (2) media exposure; (3) market following; (4) immediate availability in the market; and (5) price range relative to quality (Shachman Red Bull Marketing Audit 13 2005). Although different market segments follow the same buying process when deciding to patronize an energy drink, they have different needs that they want to be individually addressed by the energy drink provider. For instance, sports people want the beverage for the second wind that it could give them, while male teenagers purchase it to be ‘in’. The exponential growth of Red Bull came about not only because of the unusual ingredients of the drink, but because of focused experiential platform. Red Bull’s experiential positioning is ‘energy in a bottle’; its EVP is ‘strengthening the heart, accelerating the metabolism and fighting stress’ (Schmitt 2003). The implementation theme of their marketing efforts is centered on staying fit for all sorts of social fun activities. For the clubbing crowd worldwide, drinking Red Bull is like injecting a dose of energy and stamina that helps them move faster and faster to the escalating beats of electronic and trance music. C. Competitors8 The energy drink industry is not dominated by large drink companies, as witnessed in the soft drink industry, but instead characterized by stiff competition among a continuously increasing number of smaller companies, all catering to a very select consumer base (Smith, Gupta & Gupta 2006). Still, major soft drink companies like PepsiCo and Coca-Cola was not stopped at producing energy drinks of their own- SoBE Adrenaline Rush and AMP Energy Drink for PepsiCo and Full Throttle for Coke. An energy drink beer for 8 Competitor information is from their respective websites and various company researches done on said firms. Red Bull Marketing Audit 14 Budweiser, called Budweiser B^E (Bud Energy) has also recently started to be carried by sports bars (Shachman 2005). Following are some of the better known rivals of Red Bull in the industry (‘Red Bull GmbH’ 2007), coupled with brief descriptions of their strategies, strengths (ST), weaknesses (W) and size9 (S): (1) Lipovitan. ST: predates Red Bull in the energy drink industry and a major force in Japan. W: heavily dependent in the Japanese market and inadequate brand strategy. S: Taisho Pharmaceutical, which is the producer of Lipovitan, has sales of $2.3 billion in 2006 and has 5,191 as of last year; (2) Rockstar. ST: Edgy advertising campaigns and has a variety of product offerings W: Not very effective management and features of popular personalities as marketing tactic is not gaining much exposure as originally expected; (3) Go Fast! ST: They have other product offerings aside from their energy drink and their sports orientation is strong. W: Not enough experience in the industry; (4) Anheuser-Busch’s 180. ST: They are prominent in the United States. W: Their focus is not mainly on energy drink production S: They currently have 12 breweries in the US; (5) Hansen’s Red and Monster Energy Drink. ST: Edgy Packaging and strong sports sponsorship. W: Their focus is not mainly on energy drink production. S: 290 employees with 348.9 million in 2005 revenues; (6) Chronic 187. ST: Hip-hop concentrated segment market. W: Not much taste differentiation. Red Bull genuinely defined and, then, seized the market. As a result, the company continues to hold the surging and clear advantage. It knows that the first mover edge is formidable, particularly when it is driven by real 9 If information is available. Red Bull Marketing Audit 15 experiences of people identifying with tangible results from the product. Red Bull has resisted rolling out additional products in ancillary markets such as apparel and the like, choosing to remain steadfast with one product. The only exception to this is Red Bull’s sugar-free, low-carb version, a smart move, in light of the Atkins craze, which shows no sign of abating (Miller & Morey 2004). To this end, the future trends of the energy drink market will more probably be initiated by Red Bull, as it has done so many times in the past. The shift to a substitute product other than energy drinks is not an immediate threat, as driven by the apparent lack of innovation anywhere near the industry. D. Distribution and Dealers Red Bull has 250 distributors, in stark contrast with their industry counterparts Go Fast!, who only has 35 (Helm, 2005). When it first came out of the US market, they were distributing it free to parties, making them unofficial hosts of said events. Then they invaded the club scene, and distributed their product for free in clubs and other night spots in the US. Red Bull’s global launch was identified with alternative distribution channels – like local gas stations – where their target market tended to hang out, especially in the European region (Seybold & Lindstrom 2004). They had created and dominated the energy drink category with marketing savvy, guerilla tactics and unusual distribution methods. The firm’s consistent strategy with distribution has been to ‘open up’ a market by securing unusual distribution channels. First piggybacking with Red Bull Marketing Audit 16 established distributors, then narrowing distribution by contacting smaller distributors, then setting up warehouses and hiring college students to deliver its products and finally, hiring hip locals ‘who embody the spirit of Red Bull’ in target areas to drive around in a Red Bull logoed car, hand out samples and educate consumers about the product (Lamb, McDaniel & Hair 2005). Overall, this is what was known in business jargon as ‘grassroots marketing’10. The ability of the Red Bull brand to reach customers in their natural or everyday environment has very bright future potentials. Since the brand has more opportunity to offer a more personal interaction with the prospective customer, customers will be more comfortable with the product and the brand will have enhanced chances of grabbing more market share. E. Suppliers Caffeine and taurine are two of the most controversial ingredients of the Red Bull energy drink, aside from glucuronolactone, sucrose, glucose, acesulfame K, aspartame/sucralose and B-Group vitamins11, all of which are synthetically produced by pharmaceutical companies. With the power of science as a potent tool, chemical compounds that form the basic ingredients of the energy drink under analysis can be very expensive but more profitable for the company who utilizes it. The pharmaceutical industry is forecasted to experience an increased number of developments, through integration of activities at various phases, laboratory automation for method development and more effective experimental designs (Hara 2003). Thus, the stability of supply for the Red Bull firm can be guaranteed in the years to come, with Siegel, Coffey & Livingston (2004:167) defined the term as ‘the catchall term that describes methods and communication channels that fall outside traditional channels of paid advertising, public relations or publicity and promotion’. 11 http://www.redbull.com/#page=ProductPage.Ingredients 10 Red Bull Marketing Audit 17 production processes for such synthetically produced ingredients becoming more and more cost effective, efficient and environmentally friendly. F. Facilitators and Marketing Firms Since grassroots marketing is Red Bull’s concept of global distribution, and not the significantly more expensive traditional distribution channels, Red Bull cuts back on costs for this particular area of marketing. This is balanced by the huge amount of company resources spent on product research and development. The outlook for the availability of transportation services, warehousing facilities and financial resources of the company is pretty positive, with the abundance of vehicular means of moving goods to and from nations and vacant local warehouses and the continued profitability of the firm. G. Publics The sports sector and the medical profession present opportunities and problems for the company, respectively. In the sports sector, because in an increasingly health-conscious world where people are becoming sportsoriented, Red Bull stands better chances of sustaining market leadership with this particular market segment. The medical profession has been questioning the alleged ‘benefits’ of Red Bull to its drinkers from day one, and they show no signs of tapering off in the near future. As for the sports sector, Red Bull has already started marketing their products to them through a bevy of sports sponsorships. Red Bull is wellknown to sponsor events such as the Formula One racing, extreme sports, Red Bull Marketing Audit 18 snowboarding, basketball and motocross and has successfully become the drink of choice for extreme sports fanatics. The medical profession has been dealt with by Red Bull through a number of grassroots campaign which educates people about the ingredients of the energy drink and busts myths about their taurine content being from bull’s testicles and Red Bull causing death if taken with alcohol. PART II. MARKETING STRATEGY AUDIT A. Business Mission Since they are not publicly-held, Red Bull may have found it unnecessary to declare a mission statement in their website. However, various statements from Red Bull officials will lead an individual to believe that the company’s mission is to become the world leader in the provision of energy drink to all walks of life and to become known as a firm who is personally involved with its customers in an attempt to reach out to them and make them more comfortable with the product. With regards to the feasibility of the implicit business mission, it could be said that given the current situation in the industry where no major player has yet overtaken Red Bull in their global market leadership, the business mission is very reasonable. B. Marketing Objectives and Goals Lamb, McDaniel & Hair (2005:15) defined marketing objective as ‘a statement of what is to be accomplished through marketing activities’. Again, the marketing objectives of the company are not stated explicitly in any of the resources available on the company, although gathering from the accessible Red Bull Marketing Audit 19 information regarding the leading energy drink manufacturer, marketing goals and objectives must be stated clearly enough within the confines of the Red Bull organization (or at the very least, the marketing department of the firm). This is because marketing performance results show that their efforts at marketing the product worldwide are by far very successful and, at the same time, highly talked about. Taking from their current marketing activities, implied marketing objective would be to reach all possible market segments with the use of the least resources, thus the grassroots marketing approach. Given the company’s current position in the industry, their vast resources, marketing ingenuity and the opportunities that lay ahead of them coming from the widely untapped markets of the rest of the world yet unconquered (Japan being the foremost target), their marketing goals and objectives of Red Bull GmbH are seemingly quite appropriate. C. Strategy The low-key grassroots marketing strategy of Red Bull is evidently wellarticulated for its marketing team, resulting to success in their marketing efforts. Their spot-on approach, wherein the products are distributed to the places where the target market frequently hangs out (for example, gas stations in Europe and clubs in the United States), catered first to a speciallytargeted niche market group rather than starting its brand life within a community. Since the success of the strategy, they had correctly relied on it to drive the product’s success. Red Bull Marketing Audit 20 Instead of depending on the traditional channels of TV and print media, Red Bull chose to diversify its message and use direct marketing as its major tool. This enabled the firm to constantly alter the message to fit the type of audience with whom they were communicating (Seybold & Lindstrom 2004). Their strategy is appropriate given that their core market are teens, who would obviously not be teens forever, so this ability to constantly alter their message depending on the generation that they are dealing with is fitting for the energy drink brand. PART III. MARKETING ORGANIZATION AUDIT A. Formal Structure Jim Bailey is the Vice President of Red Bull Marketing for Canada only, so this paper supposes that for every region, there is a corresponding key employee that handles marketing. All marketing people of Red Bull have been known to exercise good judgment when it comes to the business, as evidenced by their successful marketing efforts. Therefore, it could be sufficiently deduced that the top level marketing officials of the company, would be given enough authority to ensure that customer satisfaction is achieved every time a customer opens a bottle of Red Bull. Optimal structure of each of Red Bull’s marketing activities is likewise monitored from an observer’s point of view, with each functional, product, segment, end-user and geographical lines strategically placed into position to maximize organizational profitability and minimize business costs and expenses. Red Bull Marketing Audit 21 B. Functional Efficiency Communications and working relations within the Red Bull firm has so far not been subject to media scrutiny, which potentially spells good communications and working relations within the business organization. It is clear in the Red Bull’s case that the role of their brand manager which must interact very closely with many of the other organization’s functions is being done accordingly. Sensitivity to the hazards of interfering with the functional efficiency of other departments is no substitute for formal systems to ensure that the brand management function does not play havoc with existing control and reporting systems though. So Red Bull, even though they are an exemplary model of excellent marketing, must still observe that a number of areas are especially vulnerable to the enthusiasm of determined brand managers like what the company has at present. The managers of Red Bull are, in the meantime, planning sales volume, not profits, showing that they are striving for market leadership, and not solely profit-oriented (Miller & Morey 2004). Emphasis on functional efficiency should not make cross-functional collaborations difficult. But, it should instigate a smooth flow of communication and working relations between Red Bull’s departments around the world. C. Interface Efficiency Currently, there are no problems and threats that present themselves in the way of Red Bull’s continued success in the global market. There is general consensus between marketing, manufacturing, research and development, purchasing, finance, accounting and the legal departments of Red Bull Marketing Audit 22 the company that they can continue leading the energy drink category by employing the same techniques that put them on the map in the first place (Lamb, McDaniel & Hair 2005). Sales results have been incredible. In a new market, Red Bull generally breaks even within the first three months and shows a profit after six months (Helm 2005). Sales team, together with marketing people, visit targeted onsite accounts like trendy nightclubs, bars, gas stations, colleges, gyms, health-food stores and supermarkets and supplies them with a branded cooler and other point-of-purchase items after an initial purchase of a few cases of the said establishments. PART IV. MARKETING SYSTEMS AUDIT A. Marketing Information System Sources of information such as personal contacts, feedbacks from trade and from the sales force, internal store checks and monitoring of competitors’ products can be exemplified in the marketing intelligence system of Red Bull (Jacobs & Stone 2001). Crouch and Housden (2003) pointed out that market intelligence systems should be designed using these two key points: (1) the reporting system should be as straightforward as possible and organized in such a way as to minimize the work involved in reporting; and (2) the response mechanism to market intelligence must be good and known to the individuals making reports. This is what exactly characterizes the market intelligence system of Red Bull and they additionally use the market reports provided to them by outsourced firms in order to generate a marketing strategy which successfully Red Bull Marketing Audit 23 launches and establishes their products the world over (Helm 2005). Red Bull concentrates on the provision of the data related to the market being targeted, the result which is a well-placed marketing information system. These are used to develop databases for the organization providing market data related to actual and potential customers which, in turn, help management to monitor market activity and ascertain the organization's performance. Product characteristics, pricing strategies, promotional approaches, advertising and the sales effort, as well as the appropriate logistics operations, can be determined in conjunction with segmentation, positioning and targeting strategies. B. Marketing Planning Systems The marketing planning system of Red Bull is be an integral part of their business plan, setting out an agenda to achieve business objectives (Sandhusen 2000). The four processes of marketing planning are: (1) analyzing the market; (2) setting objectives; (3) determining strategy; and (4) formulating tactics (Hands, Ingram & Jerrard 2002). These are diligently followed by the firm during the early stages of the company’s existence when they had to find the right market segment wherein to sell their energy drinks. Since marketing planning takes place with the four elements of the marketing mix, Red Bull initially studied these four factors before venturing into the finalization of the actual marketing planning process. The physical distribution activities were then integrated into the marketing planning and channel management to ensure the provision of the physical distribution activities needed to support the marketing goals. Red Bull Marketing Audit 24 Additionally, Red Bull marketing planning systems deal with quality, technical services, financing, and regulatory affairs, as well as many special needs depending on the markets. Satisfaction of these needs and wants are all part of a complete marketing plan. Marketing activities for the leading energy drink manufacturer has indeed become a modern applied science. They know and apply it well, while it seems that other firms in the industry hardly realize it has arrived on the scene. An approach to marketing that includes the whole marketing channel is, therefore, the ultimate consideration, a lesson which should be learned by not only rivals in the energy drink industry but other players in other industries as well. The success of Red Bull’s marketing planning system was dependent on information gathering and analysis. The employment of information and communication technology innovations are essential aids in this campaign. C. Marketing Control System Commonly, firms do not publish their marketing control procedures and Red Bull is no exception to the rule. Thus, the absence of any material on the subject in any online or offline source can be evident. However, from interviews of various Red Bull employees directly involved in marketing, it has been found that control procedures are in place and enforceable within the firm. They may not spend so much on marketing their products due to their grassroots strategy, but they still are not lax or laid back in making sure that marketing strategies are being carried out as planned and are serving the benefit of the business organization. Red Bull’s marketing control system encompasses the marketing audit and the adjustment of objectives and Red Bull Marketing Audit 25 programs, or both. It includes the availability of information about marketing situations and the power to alter parts of the marketing program. It also consists of the adoption of plans, the laying down of standards and guides, and a review and analysis of performance to assess deviations and rectify discrepant marketing actions and errors. The energy drink manufacturer’s marketing control system further encompasses the monitoring of marketing activities to see if plans are being carried out; the analysis of marketing performance in terms of standards and objectives; authority, force, or coercion to guide marketing to the achievement of objectives; and constraining and regulating decisions and actions. Their marketing-control system contains realistic standards against which marketing performance can be assessed. It also includes marketing intelligence about current levels of achievement. Present also are an assessment and evaluation of marketing performance, recommendations for adjustments and realignments of resources, standards, or both, and the power to institute recommendations. D. New-Product Development System Red Bull has been known to completely not diversify into other product lines and is likely to stay that way for the rest of its foreseeable business life, unless the marketing people of Red Bull detects a critical and burning need to do so. The only time that they diversified was when US schools have banned their full-sugar energy drink which was the original Red Bull. As a result of such a move from the state, Red Bull manufactured their sugar-free variant, thereby, preventing a drastic loss of sales in the US market. Although they are Red Bull Marketing Audit 26 well-organized to gather, generate and screen new products, they do not take the initiative to undertake such a venture. Sufficient resources went into the research and development of the product itself and its packaging. Red Bull’s sleek, silver and blue can shaped like a bullet have been studied for its impact to consumers, which could be said as successfully carried out. However, it seemed that Red Bull’s innovative culture had stopped evolving with time. They were now just content with producing the original and the sugar-free variants and are focused on expanding consumer base as of the moment. Adequate product and market testing was carried out prior to Red Bull’s global launch, but the same cannot be said of present conditions, as there are no known products that Red Bull GmbH will launch in the near future. PART V. MARKETING PRODUCTIVITY AUDIT A. Profitability Analysis If one has to analyze the profitability scheme of Red Bull Energy Drink, perhaps it can be safely said that it is in a very uncompromising situation. First and foremost, the stiff competition have paved the way for the emergence of many small time players (Helm 2005). With every bottled drink that aims to steal the limelight nowadays, Red Bull should capitalize more on its creativity and ingenuity—this is of course, in relation to advertising and marketing. The company should never disregard that Coca Cola and Pepsi are still top competitors (Helm 2005). More so, even if the two share equally different components as with Red Bull, still, it is evident that the two continue to partake into the market share. Meanwhile, the notion that energy drinks offers Red Bull Marketing Audit 27 no variety in taste is an important marketing aspect that the company should take into full consideration (Laing 2005). In 2001, Pepsi had already released AMP Energy Drink (“Amp Energy Drink” n.d). It is the company’s maiden venture into the energy drink arena. Evidently, AMP’s raison d’ etre is to capitalize on Mountain Dew’s established image. The concept would be to introduce something new, yet very familiar (“Amp Energy Drink” n.d). Despite of such threat, Red Bull has not lost its grip in its most precious territories. In the United States its market share garnered a total of 40% (Dolan 2005). In UAE, many of its consumers remained loyal to the brand. By virtue of religious mantras, in which alcohol is strictly prohibited, energy drinks have found their special place in the heart of the said region (Goldie 2005). While everything seems to operate smoothly, apparently, the abovementioned calls for a repositioning of the product. There is no doubt that Red Bull has fully gained its edge when it comes to market distribution. But then again, it would be better if the image it projects would go beyond being a sports enthusiast. Continuous response to market changes and anticipation of trends is, thus, a must. B. Cost-Effectiveness Analysis In order to gain more exposure, Red Bull has readily sponsored and organized extreme sports events (Dolan 2005). The reason behind this is to promote that Red Bull is really the kind of drink that has the “kick” in it. However, the company does not seem to be content with sponsoring sportsrelated activities alone. Recently, it also ventured into buying sports team. The New York Metro Stars was purchased by Red Bull founder Mr. Mateschitz (Ho Red Bull Marketing Audit 28 2006). The team soon changed its name to Red Bull. Mateschitz disclosed that he has been spending around $300 million in sponsorships alone (Ho 2006). This is equivalent to 1/3 of the company’s annual expenditures. From this perspective, it is apparent that too much has been spent on such activities. The act of producing sports events alone is very costly. The materials that would be used are expensive. For example, in skateboarding alone, the process of building man-made courses eats too much amount. In addition to that, the company has to exert extra cash in buying protective equipments. In worst case scenarios, an accident may occur. The responsibility then lies into the hands of the organizers. In effect, it is still Red Bull who will have to shoulder the medical expenses. The expenditures even increase since Red Bull now has teams the world over to support. The uniforms and wages incurred by coaches and players can add to the financial burden. In such case, cost-cutting should be readily employed. Since a team has been established, sponsorships for sports fest should be decreased. The money that would be used in such activities can be utilized in other purposes that are more directly productive for the company. PART VI. MARKETING FUNCTION AUDIT A. Products A strategic plan in managing the existing product line of a company is, perhaps, the most important part of its marketing strategy. In conducting such an activity, it is necessary to consider the evaluation of the consumers of the existing products being offered by the company, especially in relation to Red Bull Marketing Audit 29 competitors. The expected outcomes on sales, profits and market share should also be considered alongside the actual outcomes on these areas (Claycamp & Wind 1976). In addition, the objectives surrounding the product line of the company should be analyzed. The design of product lines is a problem faced by companies that are trying to introduce a product to both new and existing markets, as well as by companies that seek to diversify their product lines. Yet, the product should correspond to what the customers want (Dobson & Kalish 1988). It has been established that Red Bull caters to a select market of male teenagers and young people in their 20s. Red Bull has effectively reached to this segment of the market through its various advertising campaigns, featuring extreme sports. However, it appears that there is a need to expand its product line to develop a product that will cater more to female young people. Although the development of Red Bull sugar free has, in part, addressed this concern; there is still an evident need to develop a similar product that will cater more specifically to the female segment of the market. This will also have a significant impact on the marketing campaigns of Red Bull as it would have to feature females who are engaged in active lifestyle and personally use the product. Offering different versions of the energy drink can attract various segments of the markets, effectively making Red Bull the market leader in most segments of the market. B. Price The concern of major companies is profitability, which can be accomplished through the reduction of costs in producing the product and Red Bull Marketing Audit 30 setting the price such that returns are maximized. However, the traditional economic theory of price is not always what motivates managers to set the price of their products. Sometimes, when a company has established its integrity in the market, the price becomes secondary to customer loyalty and demand stimulation (Monroe & Dela Bitta 1978). The pricing objective of Red Bull is two-fold. They are geared toward setting the price that will set the maximum returns. Management recognizes the need to effectively set the price of the product. As such, the production costs are being kept at the lowest reasonable possible level without sacrificing quality. A confounding factor in setting price, however, is the cost of engaging in product research and development. This cost is offset, however, by the savings gained in employing ‘grassroots’ marketing, instead of relying on more traditional distribution channels. Through these factors, Red Bull can be offered at a competitive price at the market. Although there are energy drink competitors that offer lower prices, Red Bull combats this action of competitors through effective demand stimulation and the relentless campaign about the integrity of the product. Integrity is the source of competitiveness of Red Bull as a product. Apart from the price considerations, integrity meets the intangible needs of the consumers such as image and feel (Clark & Fujimoto 1990). Through its advertising, it communicates to its consumers the intangible benefits of Red Bull in addition to the benefits to the body. These campaigns were undertaken because of the recognition of management that the demand for this product is elastic, which means that given limited resources of consumers, they can easily forego buying Red Bull in favor of their basic needs. Red Bull Marketing Audit 31 C. Distribution Even if marketing strategies are excellent, without effective distribution channels, consumers will not be able to get hold of the product, thus defeating the purpose of marketing. Hence, it is necessary to establish an effective and efficient network of distributors, dealers, agents and retailers. Red Bull has an impeccable distribution network. In the United States alone, it was able to capture 60% of the market of energy drinks. This is partly because of an effective distribution network that includes 250 distributors dispersed from east to west and north to south. Its major competitor, in contrast, has only around 14% share, while minor competitors even enjoy lesser distribution. Ever since its entry to the market, Red Bull has relied on direct distribution to prospective consumers and promotion of its products in bars, clubs and venues of extreme sports activities. It has also identified gas stations as a venue for its distribution during its global launch (Seybold & Lindstrom 2004). Its distribution strategy has been effective in introducing Red Bull to various markets. More specifically, non-traditional distribution strategies worked best in reaching to its target consumers. This grassroots marketing strategy, however, does not work in the long run. It would have to be supplemented with regular distribution channels. As such, the establishment of contacts with retailers, dealers, and agents has become good supplement to its marketing strategy. The distribution of Red Bull should keep up with the trends created by globalization. Global competitiveness can be ensured in implementing a multi-agent distribution system. This system is characterized by the autonomy, pro-activeness, social ability and emergence of various channels of distribution. This will ensure the Red Bull Marketing Audit 32 effective distribution of the product according to the nuances and peculiarities of the location targeted by the distributors (Kaihara 2001). D. Advertising, Sales, Promotion, Publicity and Direct Marketing Red Bull employs several advertising strategies in targeting its prospective customers and building the image of the energy drink. Red Bull’s advertisements range from television ads such as the “No Red Bull, No Wings” advertisement (Red Bull Advertisement 2007); sponsorship of sports team such as the Red Bull Barako Basketball Team in the Philippines and its recent investment in controlling the Soccer team Austrian Club SV Salzburg (Grand Prix 2007). It also sponsors a yearly break-dance competition entitled Red Bull BC One (2005), not to mention an Air Race (2007). Given these wide range of promotional mileage that Red Bull is undertaking, it is no wonder that it has gotten a large segment of the energy drink market. This wide range of advertising strategies, the objectives of the company can be drawn. That is to appeal to the youth sector of the society who loves adventure and an extreme lifestyle. The intention is to present Red Bull as the energy drink of people who are living on the edge—people who are not mediocre but who put passion behind what they do. The spending on advertisement is huge, especially in the investment on sports teams. By 2004, the company invested $600 million in advertising. This constitutes 30% of Red Bull’s total revenue (Dolan 2005). By investing in sports team and extreme sports show, however, a larger segment of the population is exposed to the product. For example, it would not need to pay a larger number of television stations to advertise its product—those stations Red Bull Marketing Audit 33 providing coverage of these sports will automatically advertise Red Bull, whose brand is imprinted in the uniforms of the players or at the venue of the sports events. Nonetheless, it is necessary for the company to study the most effective media of advertisement to use. This way, it can cut back on advertisement and instead use the savings to finance product research and development and other similar equally worthy pursuits. This will entail serious marketing study on the part of the company. E. Sales Force From being seen as a “market-less” product, Red Bull managed to sell more than one million cans in 1997. By 1998, this number has grown to 300 million cans. The company has reported a sales record of US$1 Billion (Sauer 2001). By 2004, the number of cans sold has increased to 1.9 billion and the profits reached US$2 Billion (Dolan 2005). When the company was just starting under the leadership of Mateschitz, there was only one secretary and six persons who made up its sales force (Dolan 2005). Because of its marketing strategies, however, the sales force has grown dramatically. The company’s use of guerrilla marketing and direct distribution was so effective that Red Bull was able to create its own market, despite of the earlier research that it virtually did not have a market at the onset (Dolan 2005). Its sales force consists of agents and dealers who coordinate with retail outfits. There are also those who distribute the product directly to consumers especially if there are sporting and other events sponsored by Red Bull. Red Bull has also penetrated a great number of countries in the world today and has setup its sales force in those countries. The rise of Red Bull’s sales and Red Bull Marketing Audit 34 exposure can be traced to its innovative marketing strategies coupled with an effective distribution system. 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