Team 3 SM 2 r4
Team 3 SM 2 r4
Team 3 SM 2 r4
QUESTION #1:
(3 pages, 60 points)
How many elements of the GSTIC framework can you identify in the case? List
them and explain.
GSTICK Framework
Formatted: Centered
Formatted: English (United Kingdom)
Note sure that Focus and Benchmarks (benchmarks clear) are stated in the case.
GOALS
The Red Bull company’s goal is to become premium world supplier of energy drinks
through creating the mystique around “GIVING WINGS TO PEOPLE” as well as ideas. Formatted: English (United Kingdom)
Formatted: English (United Kingdom)
Formatted: English (United Kingdom)
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EMBA 15 ZG – Team 3
FOCUS
Red Bull focused on getting the word out through various stealth marketing techniques,
playing on associations with energy, danger and youth culture, carefully cultivating its
mystique.
BENCHMARKS
Energy drink market did not exist before Red Bull. Red Bull has created the market, it is
brand leader and others are compared with Red Bull. They primary benchmark is keeping
the leading position in the market: keeping revenue and market share stable/increasing
while .increasing brand value and recognition as well as profit.
STRATEGY
Market Structure
Red Bull had a monopoly before onslaught of new competitors, and before a copycats
from large companies. But Red Bull was able to hold all most monopoly market structure
with position of market leader.
Red Bull operates on the branded market he has created himself!
Target Customers
Generation Y-ers. Clubbers. Athletes. Students. Sports companions. Visitors to sports
events. People wanting adventures. Subculture associated with urban music and DJs.
Those in need of energy.
Value Proposition
Value that Red Bull brings to customers (Products Benefits):
1. Physical: Improves concentration,.
2. Improves physical endurance and reaction speed..
3. Improves overall feeling of well-being, r.
4. Revitalizes mind and body and .
sStimulates metabolism.
TACTICS
Premium price strategy. Greater than most expensive competitors. Best of class price
positioning. Perceived exclusivity, Core Value = Red Bull isn’t a drink, but a way of life.
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EMBA 15 ZG – Team 3
Red Bull relied on a strategy world of month or “buzz” marketing. Playing on associations
with energy, danger and youth culture.
In 2004 Red Bull bought Formula 1 team to broaden the reach of its message
Mystique important to the brand identity.
Placement with moto: “We don’t bring the product to the people, we bring people to the
product,” They adopted an approach that doesn’t look like a typical sales pitch.
IMPLEMENTATION
People
Approach to key individuals, e.g. DJs in popular bars, bar tenders, trendsetters
Small distributors, sales reps, deliveryman
Well known contemporary artist such as TreceyEmin, Wayne Hemmingway…
Consumer education teams in cars.
Student brand managers.
Processes
Sponsorship of extreme sports events.
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EMBA 15 ZG – Team 3
Development of its own sports events, such as: biking, extreme snowboarding, freeskiing
….Red Bull Flugtag.
Red Bull created brand experiences as the Red Bull Creative contest…
Physical Evidence
They provided key individuals (DJs, trendsetters) with Red Bull as branded promotional
items to enhance the brand visibility. They are not just visually present, whole events
occur under their name and sponsorship. They push
Ssampling programs, e. Event sponsorship, a. Athlete endorsementr,
Ppainted vVans etc.,
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EMBA 15 ZG – Team 3
QUESTION #2:
(2 pages, 40 points)
Apply the Brand Ladder Pyramid to the Brand RedBull, identifying, Core Values,
Emotional Benefits, Functional Benefits, and Attributes.
Brand Ladder
Emotional Benefit
Functional Benefit
Attributes describes what are unique product futures and characteristic of product.
No drink in the world is so strongly functionally positioned like Red Bull. With so clear
associationassociation on specific functionality (physical endurance), specific emotion
(energy, challenge,
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EMBA 15 ZG – Team 3
danger) and mystique which create a story where targeted people feel happy to fall into.
People don’t buy what we sell, they buy the “why” – the story behind.
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