Red Bull - · PDF file · 2014-01-31Changes to Red Bull’s Marketing Mix to Combat ... The new Neutraceutical range will exist in a pure monopolistic ... and targeted demographic,

13028916 December 2013

Red Bull Changes to Red Bull’s Marketing Mix to Combat Product Maturity

13028916

December 2013

Red Bull | 2

0. Executive Summary

Dr Philip Kotler defines marketing as; “1) Marketing is the process by which an organization relates creatively,

productively, and profitably to the marketplace. 2) Marketing is the art of creating and satisfying customers at a profit. 3)

Marketing is getting the right goods and services to the right people at the right places at the right time at the right price

with the right communications and promotion.” (Kotler, 1991)

This report seeks to provide an outline of how to achieve this by prioritising and facilitating the Critical Success Factors

outlined in component A of the Understanding the Market Process module, by adapting Red Bull’s marketing mix. The

information for the analysis is drawn from a wide variety of academic sources, as well as industry reports and

periodicals.

Red Bull currently operates within the energy sector of the functional drink market, with a recent expansion into

enhanced water. A functional drink defined is a product that is non-alcoholic and includes ingredients such as herbs,

vitamins, minerals, amino acids or additional raw fruit or vegetables. It often claims to provide specific health benefits.

Examples of such drinks include sports and performance drinks, energy drinks, ready to drink (RTD) teas, enhanced

fruit drinks, soy beverages and enhanced water (Mintel, 2013) (Kalra, 2003).

There is a niche in the Neutraceutical market for a functional drink that includes one of your 5 a day and additional

vitamins and minerals, as well as the addition of the physiological element of caffeine and Taurine. Neutraceutical is a

portmanteau of nutrition and pharmaceutical coined by Dr Stephen DeFelice in 1989 (Kalra, 2003).

It is advisable that Red Bull extends its range to include a speciality product, with unique characteristics which targeted

consumers would specifically purchase. Red Bull needs to act quickly and decisively, to fill the gap in the Neutraceutical

market, to counteract the market maturity and aging population.

Comment [TG1]: Excellent summary!

Red Bull | 3

CONTENTS

0. Executive Summary 2

1. Introduction 4

1.1 Critical Success Factors 4

1.2 Company Overview 4

1.3 Economic Performance 4

2. Red Bull’s Marketing Mix 6

2.1 Product 6

2.2 Promotion 7

2.3 Price 9

2.4 Process & Place 10

2.5 People & Proof 10

3. Conclusion 10

4. References 11

FIGURES

Figure 1: Red Bull vs. World Performance 2007 – 2012 ....................................................................................................4

Figure 2: The Stages of the Product Cycle ...................................................................................................................... 5

Figure 3: The Product Marketing Mix for Red Bull.......................................................................................................... 6

Figure 4: Selected types of products considered to be healthy, by age, September 2013................................................ 7

Figure 5: Age pyramid in 2000 and 2050. ........................................................................................................................ 7

Figure 6: Types of products considered to be healthy, September 2013, Based on 2,000 internet users aged 16+ ..........8

Figure 7: The Integrated Marketing communications .................................................................................................... 9

Figure 8: Comparison of Actimel and drinking yoghurt. ............................................................................................... 10

Red Bull | 4

1. Introduction The purpose of this report is to prioritise and facilitate the Critical Success Factors (CSF). The report outlines the

current performance of Red Bull, the marketing mix, and products, as well as the amendments required to achieve the

CSFs.

1.1 Critical Success Factors

Based on an in-depth macro & micro and TOWS analysis of Red Bull, the following critical success factors have been

prioritised as they are deemed essential for Red Bull to adapt to remain competitive in the functional drinks market.

Continue to combat product maturity, and reduction of the core demographic, by expanding the drinks

range to aim at the growing 25+ demographic.

Negate the effects of a growing more health conscious market (Annunziata & Vecchio, 2011) (Siró, 2008)

(Lau, 2013).

To continue comparing Red Bull’s caffeine content with content of everyday food such as tea and coffee

to position it as a viable healthy alternative.

1.2 Company Overview

Red Bull GmBH is a Private company, registered in Austria, employing 8,966 staff in 165 countries as of 2012

(Euromonitor International, 2013). The company can be split into two major arms; Soft Drinks & Other Companies. The

soft drinks sector is subdivided into Red Bull Cola & Carpe Diem and the Energy Brands. (Euromonitor International,

2013).

1.3 Economic Performance

Red Bull’s previous focus on the Energy Drinks Market alone has resulted in its ranking 9th

in the global off-trade soft

drinks market in 2012, with 0.2% market share (Euromonitor Profiles, 2013), and 9.8% of the Global Energy Drinks

Market (MarketLine, 2013).

The largest growing market is currently the Neutraceutical drinks market with growth of between 8% (MarketLine,

2013) and 14% year-on-year (MarketLine Advantage, 2013).

Following the 2008 economic downturn, Red Bull has failed to regain previously enjoyed growth (Euromonitor Profiles,

2013) in the Energy Drinks market.

Figure 1: Red Bull vs. World Performance 2007 – 2012

Source: (Euromonitor Profiles, 2013)

Comment [TG2]: Here you are referring to Red Bull’s ‘unhealthy’ image, I assume?

Red Bull | 5

The financial and market data indicates that in developed countries Red Bull is entering the fourth stage of the product

cycle, maturity (Bains, 2011), as the product is well established in the market, though no longer enjoying rapidly

increasing sales. In time sales will start to decline.

Figure 2: The Stages of the Product Cycle

Source: (Bains, 2011) (Rohn Group, Sandiego State University, n.d.)

Comment [TG3]: The can of drink as opposed to the organisation, I assume?

Red Bull | 6

2. Red Bull’s Marketing Mix 2.1 Product

Red Bull sells not only an energizing energy drink, but also a lifestyle and sense of quality and style. The highly

distinguishable branding makes it instantly recognizable.

Figure 3: The Product Marketing Mix for Red Bull

Source: (Armstrong, 2012)

It is advisable that Red Bull extends its range away from the convenience products it currently produces, to a speciality

product (Armstrong, 2012), with unique characteristics which a significant group of buyers would be willing to make a

special effort to purchase.

There are no Neutraceutical products on the market that combine a healthy vegetable juice with fortified minerals and

vitamins along with caffeine and Taurine (GMI/Mintel, 2013) (Mintel, 2013) (Mintel Group Ltd, 2013) (MarketLine,

2013). Research shows that these qualities, combined with labels as depicted in (Fig. 3), are main decision factors

when purchasing a product, in addition to the absolute requirement of a specific health benefit (Bleiel, 2010) . The new

core product (Armstrong, 2012) (Bains, 2011), will be marketed with the main focus on the product being an energising

healthy drink which promotes quality and prevention of lifestyle related illness.

Core

Energy

Pick-me-up

Quality &

Actual A range of flavours Recognisable brand

name

Brand

colours

Carbonated

Caffeinated

Drink

Energy Boost

Augmented

Potential

Thirst

Quenching

Consumer

Care Contact

number

A connection with an

unobtainable

lifestyle

Brand loyalty Brand’s

‘stylish’, high

octane image

Red Bull

‘Wings’ Team

Brand

Ambassadors

Sports

Sponsorship

The Red Bull

extreme

sport

Content

Instantly recognisable can

A connection to sports and events that

push boundaries

Motto “it gives you

wings”

Comment [TG4]: A valuable addition to your report.

Red Bull | 7

Figure 4: Selected types of products considered to be healthy, by age, September 2013

Source: (GMI/Mintel, 2013)

Despite a large number of recent studies and governmental organisations determining Red Bull and caffeine to be safe

in moderation (British Soft Drinks Assosciation , 2010) (Carvey, 2012) (Food Standards Agency, 2012) (Yamakoshi,

2013) (de Haan HA, 2012) , the brand is yet to overcome the perception caused by previous research (Chad J. Reissig,

2009) (Marczinski, 2006). It is essential that Red Bull secures the success of the new product by marketing its health

benefits to ensure that the product is incorporated into buyers’ daily routine consumption and ongoing purchase

(Bleiel, 2010), in addition to expanding the education of the current customers.

2.2 Promotion

Red Bull‘s existing well-developed marketing strategy, which uses a combination buzz marketing, sponsorship and TV

and print advertising ( Red Bull GmbH, 2012), is aimed at 18 – 25 year olds males. This approach works well to drive

home the high octane and adrenaline fuelled message ( Red Bull GmbH, 2012), however is failing to capture the

growing demographic of over 25s, as well as female consumers (Mintel Group Ltd, 2013).

Figure 5: Age pyramid in 2000 and 2050.

Source: (Bleiel, 2010)

This is due to the perceived unhealthy ingredients, and high sugar levels. Additionally, in a number of tests energy

drinks have been shown to be too sweet (Mintel Group Ltd, 2013), which also deters the impulse purchaser, who is not

looking for the physiological effects.

Red Bull | 8

Figure 6: Types of products considered to be healthy, September 2013, Based on 2,000 internet users aged 16+

Source: (GMI/Mintel, 2013)

To the consumers who are typically the more health aware and less price sensitive 25+ market (Bleiel, 2010) (Lau, 2013)

(Siró, 2008), such as the newly married and long-term cohabiting life-cycle and beyond (Bains, 2011), it is essential that

the marketing mix appeals to their physiological criteria. This demographic is the largest purchaser of functional foods

and drinks which provide such, such as added vitamins and calcium, to stave off age and lifestyle related diseases

(Bleiel, 2010)

Red Bull introduced the Carpe Diem Brand to Austria and Switzerland as a trial to increase share in the Soft Drink and

healthy drink markets (Carpe Diem GmbH & Co KG, 2012). However Red Bull has not gone far enough to capture this

growing market.

Red Bull is currently engaged in a variety of promotional activities (Euromonitor International, 2013), and has an

integrated marketing communications strategy. To successfully market and validate the functional properties and

health benefits of the new product, it should be featured on health blogs websites and news and in the general media.

The brand operates under an oligopolistic competition model (Armstrong, 2012), which is highly sensitive to the

pricing and marketing strategies of its competitors. The new Neutraceutical range will exist in a pure monopolistic

model (Armstrong, 2012), where the market consists of many buyers and a single producer.

Red Bull | 9

Figure 7: The Integrated Marketing communications

Source: (Armstrong, 2012)

By sponsoring early adopters (13.5% of the market), (Bains, 2011), health thought leaders and heads of business and

industry, Red Bull will effectively be influencing the influencers via referral marketing (Bains, 2011) (Armstrong, 2012).

By the sponsorship of personal goal, and large events such as the Olympics, FIFA World Cup, (International Olympic

Committee, 2006) (KantarSport, 2010), and events such as marathons (Nestle, 2013), where the targeted demographic

is prevalent (The International Olympic Committee, 2013), whilst maintaining the high octane extreme sports, core to

the main products, this will align both the current, and targeted demographic, throughout their life cycle.

2.3 Price

Red Bull is classed as fast moving consumer goods, with a low risk profile (Bains, 2011), which customers buy out of

habit or availability. Improving the profile at point of sale can maximise impulse purchases as well as ensure inclusion in

health food sections in more upmarket retailers such as Fortnum & Masons, Selfridges & Co, Marks and Spencer,

Holland & Barrett and Waitrose. It is essential that Red Bull’s new product remains at a premium price, due to the

inclusion of a perishable ingredient that will reduce the lifespan of the product.

Studies show that consumers are willing to pay more (Bleiel, 2010) (Annunziata & Vecchio, 2011), in comparison to a

standard product with relatively little addition depending on the marketing done. As shown in the example (Fig 7) of

Actimel versus normal yoghurt, with the only additional ingredient being added bacteria.

Advertising

TV, Print, Billboard, Radio, Social media & internet

Personal Selling

Brand Ambassadors, Sales Reps

Public Relations

Red Bull spokepersons, Sponsorships, extreme

sports

Sales Promotion

Sales Teams, PoP Displays

Direct Marketing

E-mail Campaigns

Red Bull | 10

Figure 8: Comparison of Actimel and drinking yoghurt.

Source: (Bleiel, 2010)

2.4 Process & Place

Currently Red Bull is widely available in most stores, trendy clubs and activity centers, by direct distribution channel

structure (Bains, 2011), as well as vertical marketing systems (Armstrong, 2012), selling directly to wholesalers and

retailers. By placing the product in premium stores and stylish health clubs, as well as within health food sections, and

upmarket stores, the experience of locating and purchasing the product will add an additional sense of style.

It can be argued that this defeats the current impulse buy strategy and may discourage consumers. Red Bull currently

distributes point-of-purchase merchandise such as fridges and display materials, which can be expanded to make

highly visible displays in these premium locations (Anon., 2013) (Harvey, 2009).

2.5 People & Proof

Red Bull has invested in many promotional teams but this is the extent of its control over the people aspect. They

employ brand ambassadors in universities, The Wings Promotional teams, and their sponsored sportsmen and women

also profile the brand ( Red Bull GmbH, 2012) ( Red Bull GmbH, 2013).

Distribution of Red Bull by premium retailers means training and investment programs can be run, enhancing both the

sale and delivery of the product. Premium retailers train their employees highly (Tan, 2013), and the exclusivity and

stature of the shop results in enhanced buying experience. Red Bull’s integrated communication strategy will provide

the early and late majority (Bains, 2011) with the proof they require to make informed decisions.

3. Conclusion By releasing an energising healthy Neutraceutical drink which promotes quality and prevention of lifestyle-related

illness, targeted specifically at the over 25 market, Red Bull will not only change the perception of its high octane

profile, but also capture a growing demographic in the next phase of their life cycle. By sponsoring early adopters,

health thought leaders and heads of business and industry, Red Bull will facilitate the launch by referral marketing. Red

Bull should maintain its current position with its core range, and continue education about the effects of caffeine and

Taurine, and position itself as a viable alternative to indirect competitors such as tea and coffee. Changes to the

marketing mix should include a move toward a more tangible, life goal orientated sports such as marathons etc.

Comment [TG5]: Physical evidence?

Red Bull | 11

4. References Red Bull GmbH, 2012. Red Bull History. [Online]

Available at: http://energydrink.redbull.com/red-bull-history

[Accessed 07 October 2013].

Red Bull GmbH, 2013. All Sports. [Online]

Available at: http://www.redbull.com/cs/Satellite/en_INT/Sports/001242745950183


Annunziata, A. & Vecchio, R., 2011. Functional foods development in the European market: a consumer perspective.

Journal Functional Foods, 3(3), pp. 223-228.

Anon., 2013. POP up your displays. Dealernews, May, pp. 38-39.

Areni, C. e. a., 1999. Point-of-purchase displays, product organization, and brand purchase likelihoods. Journal of the

Academy of Marketing Science, 27(4), pp. 428-441.

Armstrong, G. e. a., 2012. Marketing an Introduction. 2nd ed. Harlow: Pearson Education.

Bains, P. e. a., 2011. Marketing. 2nd ed. Oxford: Oxford University Press.

Bleiel, J., 2010. Functional foods from the perspective of the consumer: How to make it a success?. International Dairy

Journal, 20(4), pp. 303-306.

Boddy, D., 2012. Essentials of Management: A Concise Introduction. First ed. s.l.:Pearson Education.

British Soft Drinks Assosciation , 2010. BSDA Code of Practice for High Caffeine Content Soft Drinks. [Online]

Available at:

http://www.britishsoftdrinks.com/PDF/BSDA%20high%20caffeine%20content%20code%20of%20practice.pdf


Carpe Diem GmbH & Co KG, 2012. Carpe Diem The Drink That Makes Sense. [Online]

Available at: http://www.carpediem.com/en/brand/philosophie


Carvey, C. E. e. a., 2012. "Caffeine: mechanism of action, genetics, and behavioral studies conducted in task simulators

and the field. Sleep Deprivation, Stimulant Medications, and Cognition., 1(1), pp. 93-107.

Chad J. Reissig, E. C. S. R. R. G., 2009. Caffeinated energy drinks—A growing problem. Drug and Alcohol Dependence,

Volume 99, pp. 1-10.

de Haan HA, d. H. L. O. B. v. d. P. J. V. J., 2012. Effects of consuming alcohol mixed with energy drinks versus

consuming alcohol only on overall alcohol consumption and negative alcohol-related consequences. International

Journal of General Medicine, Volume 5, pp. 953 - 60.

Euromonitor International, 2013. RED BULL GMBH IN SOFT DRINKS (WORLD). [Online]

Available at: http://www.warc.com/PDFFilesTmp/9dac9c88-5dbd-4958-8f7b-894a96406ed4.PDF

[Accessed 27th October 2013].

Euromonitor Profiles, 2013. RED BULL GMBH IN SOFT DRINKS (WORLD). [Online]

Available at: http://www.warc.com/PDFFilesTmp/9dac9c88-5dbd-4958-8f7b-894a96406ed4.PDF


European Commission, 2002. Commission Directive 2002/67/EC of 18 July 2002 on the labelling of foodstuffs containing

quinine, and of foodstuffs containing caffeine (Text with EEA relevance). [Online]

Red Bull | 12

Available at: http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=CELEX:32002L0067:EN:NOT


Food Standards Agency, 2012. High caffeine energy drinks and other foods containing caffeine. [Online]

Available at: http://www.food.gov.uk/policy-advice/additivesbranch/energydrinks#.UlKeHFCmjig


GMI/Mintel, 2013. Dieting Trends UK - November 2013, London: Mintel.

Harvey, E., 2009. Sunny sales: skin care brands use customized point of sale displays to capture consumer's impulse

purchases. SGB, Summer, pp. 86-86.

International Olympic Committee, 2006. Global television and new media figures set records in Europe and around the

globe. [Online]

Available at: http://www.olympic.org/content/news/media-resources/manual-news/1999-2009/2006/02/18/global-

television-and-new-media-figures-set-records-in-europe-and-around-the-globe/

[Accessed 10 December 2013].

Kalra, E. K., 2003. Nutraceutical - Definition and Introduction. AAPS PharmSci , 5(3), pp. 1-2.

KantarSport, 2010. 2010 FIFA World Cup South Africa TV Audience Report. [Online]

Available at:

http://www.fifa.com/mm/document/affederation/tv/01/47/32/73/2010fifaworldcupsouthafricatvaudiencereport.pdf


Kotler, P., 1991. Marketing Management: Analysis, Planning, Implementation, and Contro. 7th ed. Upper Saddle River,

NJ: Prentice Hal.

KRATINGDAENG INDONESIA, 2011. Krating Daeng About. [Online]

Available at: http://www.kratingdaeng.co.id/product/index.html


Lau, T.-C., 2013. Functional Food: A Growing Trend among the Health Conscious. Asian Social Science, 9(1), p. 198.

Marczinski, C. A. F. M. T., 2006. Clubgoers and their trendy cocktails: Implications of mixing caffeine into alcohol on

information processing and subjective reports of intoxication.. Experimental and Clinical Psychopharmacology., 14(4),

pp. 450-458.

MarketLine Advantage, 2013. Global - Functional Drinks - Market Segmentation, London: MarketLine .

MarketLine, 2013. MarketLine Industry Profile - Global Functional Drinks, London: MarketLine.

Mintel Group Ltd, 2013. Consumer – Perceptions of Selected Types of Soft Drinks - Sports and Energy Drinks - UK,

England: Mintel.

Mintel Group Ltd, 2013. Sports and Energy Drinks - UK 2013, England: Mintel.

Mintel, 2013. Consumer Attitudes towards Functional Food and Drink - UK - February 2013, London: Mintel.

Nestle, 2013. About the marathon. [Online]

Available at: http://ww1.nestle.com.ph/milo/marathon/about.html


Red Bull Media House GmbH, 2012. Home Page. [Online]

Available at: http://www.redbullmediahouse.com/


Red Bull | 13

Rohn Group, Sandiego State University, n.d. Chapter 11: Managing Products And Brands. [Online]

Available at: http://www-rohan.sdsu.edu/~renglish/370/notes/chapt11/


Russell, M., 2012. BRAZIL - Red Bull gets green light for Brazil Facility. [Online]

Available at: http://www.just-drinks.com/news/red-bull-gets-green-light-for-brazil-facility_id106124.aspx


Russell, M., 2013. BRAZIL - Red Bull gets green light for Brazil Facility. [Online]

Available at: http://www.just-drinks.com/news/red-bull-gets-green-light-for-brazil-facility_id106124.aspx


Siró, I. e. a., 2008. Functional food. Product development, marketing and consumer acceptance—A review. Appetite,

51(3), p. 456–467.

Tan, K. &. N. E., 2013. The Evaluation of Sales Force Training in Retail Organizations: A Test of Kirkpatrick's Four-level

Model.. International Journal of Management., 30(2), pp. 692-703.

The International Olympic Committee, 2013. FACTSHEET - LONDON 2012 FACTS & FIGURES. [Online]

Available at: http://www.olympic.org/Documents/Reference_documents_Factsheets/London-2012-Fact-Sheet-in-

track-FINAL-qc-V3-One-year-on-qc.pdf


The US Food and Drinks Administration, 2009. Why isn't the amount of caffeine a product contains required on a food

label?. [Online]

Available at: http://www.fda.gov/aboutfda/transparency/basics/ucm194317.htm


Yamakoshi, T. M. K. H. S. a. R. P., 2013. Cardiovascular hemodynamic effects of Red Bull® Energy Drink during

prolonged, simulated, monotonous driving.. Biomedical and Life Sciences., 215(2).

Red Bull | 14

UMP INDIVIDUAL BUSINESS REPORT MARKING GRID

Student no:

13028916

CRITERIA FIRST (70% +) UPPER SECOND (60-69%)

LOWER SECOND (50-59%)

THIRD (40-49%) FAIL (0-39%)

Demonstrate a clear, detailed and insightful understanding of your chosen brand/organisation,

the industry it occupies, the needs of its stakeholders and the markets that it serves.

(20%)

Excellent, thorough and

concisely stated introduction to the brand/organisation, its industry, its markets and stakeholder needs.

20-14

Good introduction to the

brand/organisation, its industry, its markets and stakeholder needs with the odd minor error or omission.

13-12

Sound introduction to

the brand/organisation, its industry, its markets and stakeholder needs with a number of minor errors or omissions

11-10

Basic introduction to the

brand/organisation, its industry, its markets and stakeholder needs with the odd major error/omission and a few minor errors or omissions

9-8

The task has been

incorrectly attempted or does not demonstrate sufficient understanding of the company, its stakeholders or the industry it occupies.

7-0

Identify and prioritise critical success factors on the basis of market evidence.

(15%)

Critical success factors

are correct and clearly identified and prioritised. Up to date market evidence or theory has been used to support prioritisation at an excellent level

15-12


are correct and clearly identified and prioritised. Market evidence or theory has been used to support prioritisation with the odd minor omission or error.

11-10


are largely correct and an attempt has been made to prioritise them. Some market evidence or theory has been used to support prioritisation but with a number of minor errors or omissions

9-7


are largely correct and an attempt has been made to prioritise them. Some market evidence or theory has been used to support prioritisation but with a major error/omission and a few smaller ones

6-5


are not addressed or the concept is so poorly considered to be unacceptable. Little or no attempt to prioritise them and little or no market evidence in support.

4-0

Demonstrate an understanding of the individual components of your brand’s marketing mix.

(20%)

Demonstrates an

excellent understanding of all elements of the marketing mix including both product and service elements. Possibly some consideration of the mix in light of the product anatomy

20-14

Demonstrates a good

understanding of all elements of the marketing mix including both product and service elements with a few minor errors or omissions.

13-12

Demonstrates a sound

understanding of all elements of the marketing mix including both product and service elements with a number of minor errors or omissions.

11-10

Demonstrates a basic

understanding of all elements of the marketing mix including both product and service elements with a major error/omission and a few smaller ones

9-8

Demonstrates a limited,

flawed or poor understanding of the elements of the marketing mix.

7-0

In light of the CSFs,

offer clear and reasoned justification as to which elements of the mix might need to be altered and how this might be achieved. Use relevant theoretical concepts/ marketing tools to support your arguments.

(30%)

The answer draws a

clear link between the issues identified by the CSFs and the required alterations to the

marketing mix. Proposed alterations are explained in excellent detail using relevant theories and marketing tools.

30-24

A good attempt to draw

a link between the issues identified by the CSFs and the required alterations to the

marketing mix. Proposed alterations are explained in good detail, good use of theories and marketing tools with a few minor errors or omissions.

23-19

A sound attempt to draw

a link between the issues identified by the CSFs and the required alterations to the

marketing mix. Proposed alterations are explained in good detail using theories and marketing tools with a number of minor errors or omissions.

18-14

Some attempt has been

made to draw a link between the issues identified by the CSFs and the required

alterations to the marketing mix. Proposed alterations are basically outlined but with a major error/omission and a few smaller ones

13-9

Little or no attempt

made to draw a link between the issues identified by the CSFs and the required

alterations to the marketing mix. Attempts to explain how elements of the mix should be altered are superficial, unjustified or missing. Limited or no use of relevant theories and marketing tools

8-0

Red Bull | 15

Present your work clearly and creatively

in the form of a formal business report, referenced using UWE Harvard as appropriate.

(15%)

Report is presented to a

professional standard with excellent standards of English, punctuation and grammar. Referenced correctly using UWE Harvard.

15-12


good standard with good standards of English, punctuation and grammar. Referenced correctly using UWE

Harvard. Minor errors only.

11-10


reasonable standard with acceptable standards of English, punctuation and grammar. Referenced

correctly using UWE Harvard. A number of minor errors.

9-7

Basic attempt to present

work in report format with acceptable standards of English, punctuation and grammar. Referenced

correctly using UWE Harvard. A number or major and minor errors.

6-5

Presentation of report is

of an unacceptable standard with poor standards of English, punctuation and grammar. Little or not

attempt to reference correctly using UWE Harvard.

4-0

General comments:

An excellent report that addresses all elements of the extended marketing mix for Red Bull and which makes informed and salient recommendations for alterations to the 7Ps (or certain elements thereof). The ideas and arguments therein are supported by effective referencing, marketing theory and secondary data, and your work conveys much learning and a good grasp of the assessment requirements (including how to write business reports). Well done!

Key actions you can take to improve your performance:

Maintain this (high) standard and the good habits observed here.

Think about other marketing frameworks or tools that might be useful for the purposes of this assignment (e.g. positioning map).

Marker:

Tim Gale

Date:

15/1/2014