Is Shopping Political?

Is Shopping Political? Is shopping political? This reports primary aim is to answer the question whether or not ‘is shopping political?’ In order to delve into this statement, this report will be split into sub-headings creating a commentary around the various political trends amongst the area of consumerism. These sub-headings will range from theories on false needs, to backlashes against the system such as Anti-branding, and ethical consumerism. This discussion will allow for the examination of how these actions transpire the arena of consumerism into a political environment. Whilst examining these political statements, the second aim is to apply the wide array of differing ideological paradigms that are amongst the ‘politics of the everyday’. Then using them in-conjunction with the previously mentioned areas, it will then conclude by answering the question at hand. Firstly, the statement is ‘shopping political?’ is in itself a hard question to define, as shoppers make their decisions based upon a wide category of ideas, which goes further than the confines of price or convenience (Petrocelli 2013). These next paragraphs will explore the wider dimensions of shopping. Temples of Consumerism – (False needs) (Apple 2012) This image depicts an Apple shop releasing a new upgrade of the iPhone, where hundreds of people are waiting to purchase it. This event to some is a seemingly normal occurrence in everyday life. However some theorists have looked deeper into these events with a more critical eye. Herbert Marcuse’s ‘one dimensional man’ argues that society today is distorted; and this so called ‘consumer society’ and the politics of corporate capitalism has created a second nature of man which ties him libidinally and aggressively to the commodity form (Marcuse 1964 p.11). This quote and picture generates an extremely valuable point for today’s society, as if we examine the constructs of our culture; every advisement, every commodity, generates an image that without these materials we will not achieve any form of freedom or happiness. Marcuse also points out that these false needs are nothing to do with our basic needs like; clothing, or shelter. They are posed upon us by elites to alienate and re-press society, making us blind to the true imperatives of this world. For example one does not need a million pound mansion. Yet, one will work 70hours a week putting them under constant stress or even to die prematurely for this so called ‘need’ (Chernus N.d p.7) instead of focusing issues such as poverty. Neo-Marxists are also sceptical of this dependency of commodity fetishism arguing it organises our lives in an exploitative way. Evidently, we don’t feel like victims in this controlled society, in fact we feel very much liberated. But, this system outlines that that possessing, consuming, handling and constantly renewing these gadgets (Marcuse 1964 p.11) is the true form of freedom. Bauman’s theory ‘Liquid life’ can also be used to comment on the oppressive nature of consumerism. To back up Marcuse’s argument, Bauman stressed that the very nature of liquid life creates a dependency on these gadgets. But he also acknowledges that those hot-headed or desperate enough to try and defy the odds stacked against them risk becoming outlaws and outcasts (Bauman 2005 p.6). Creating an assumption that liquid life not only controls an individual, but those who attempt to defy it risk being alienated, for example the phenomenon ‘keeping up with the Jones’s’, could be an example of liquid life as we feel compelled to better ourselves over others, otherwise we feel materially deprived. Marcuse’s thesis on false needs is an exceptionally good doctrine into the examination of how politics is embedded within the purchase of commodities. However, this kind of alienation and repressive nature of shopping, does not sit well with post-modernist theorist Roland Inglehart. Whom would argue that the idea of purchasing goods does not necessarily mean oppression. As Inglehart’s theory is very much embedded with Maslow’s ‘Theory of Human Motivation’, he argues that because we ‘no longer have a direct relationship to the imperatives of economic security’ (Inglehart, 1977p.991). Citizens will then ‘desire worldly goods as symbols of affluence’ (Inglehart 1971 p.991). This standpoint suggests that the idea of purchasing luxuries should be celebrated, due to the fact that we are now in a society that can afford to do so without fear of economic restraints. To conclude on this section the capitalist system has certainly created a high dependency on false needs. We are programmed to achieve personal needs not because we truly need them, but for pure gratification, driving many into debt. Anti-Branding: (Sony 2011) With the last sub-heading examining the oppressive nature of shopping, this section will examine a particular backlash that has emerged out of this critical thought. ‘Anti-branding’ is a growing resistance to transnational brands and corporate globalisation (Hollenbeck 2006 p.479). What seems important to note is that historically these kinds of backlashes are intertwined with Lefebvre’s social space theory, on the grounds that it tended to use an occupation of a physical space such as 1968 student protests. Yet, in this globalising age with the ease to obtain technology, protests are transpiring into virtual spaces. The internet is altering the balance of power between customers and companies, customers are using this as a tool to achieve louder voices (Pitta and Fowler, 2005 cited in Farshid et al p.1) without the constraints of time or location. The ideas of Bauman’s, and Marcuse’s arguments that capitalism corrupts, is being slowly eroded by Inglehart’s postmodern analysis that we are rationally informed political actors. As this new technology like the smart phones has paved way for the consumer to communicate, discuss and digest large amounts of information, which isn’t necessary from ruling elites or corporations. With theorists such as Naomi Klein in her book ‘No logo’ she commented upon the culture jamming phenomenon regarding it as ‘identity politics goes interactive’ (Klein 2000 P.289). With these points in mind it does suggest that politics is within these protests. Nonetheless, a counterargument that can be raised; is that it has become increasingly difficult to define a brand name, due to the fact it is now applied in all manner of products and even politics itself. Take Tony Blair’s ‘Cool Britannia’ campaign in ’97 this was a brand name linked to a political party, but was branded in such a way to represent a ‘cool’ rhetoric; that stood for Britain’s film and music scene etc. A large majority of individuals got behind this movement. However, using a Marcusian standpoint it could be used to suggest that this kind of branding is actually just a window dressing and the political undercurrent for oppression remains the same; it is just more sophisticated in its implementation. Ethical Consumerism: (Hempout 2013) Highlighting the various backlashes against consumerism in the previous heading, this subheading will explore how ‘new politics’ has emerged from these protests. Campaigns such as the ‘Nike Anti-Sweatshop campaign, aimed at raising awareness about the labour conditions in company owned factories in developing worlds, can be associated with the certain anti-branding campaigns. But these new movements could be argued to have laid the foundations to larger movements such as ‘consumer ethics’. The incorporation of ethics into consumerism has created a case for is ‘shopping political’, on the grounds that this ethical nature has led to changes in practises of companies and law itself. For example; ‘Canned tuna companies were pressured through consumer boycotts to end fishing practices that endangered dolphins before governmental legislation mandated such’ (Marzocca 2012). This kind of rationality can be connected again with Inglehart’s post-materialism thesis as certainly movements have relied upon communications between political actors like environmental, fair trade and Human right groups. The barriers in which we gathered information has ceased to exist creating an informed citizen. Continuing, the emergence of ethics it can be used as a critique to the so called ‘manipulated consumer’ standpoint of Marxists. As, evidently personal attitudes and purchases are now informed by ethical or political assessments of business’ and government practices, so when consumers deface or scrutinise their practises it is essentially a globalisation of individualism. This argument can be very much linked to the Feminist ideology who saw that the ‘person is political’. With that being said the consumer is therefore acting ‘politically’ and is less ‘brainwashed’ than we thought. The standpoints from the Chicago school of economics that protests are due to individuals being unable to conform to society are therefore misguided. On, the grounds that in today’s society there are agents who monitor public opinions (UKPOM) and trends, suggesting that it is no longer enough for corporations to focus on shareholders’ goals but, they are evaluated on their ethical and moral values (Takala 1991 cited in Uusitalo 2004 p.214). Thus, implying citizens do not possess cognitive inadequacies as proclaimed by this school. Conclusion: Concluding, on this report with a reà ¯Ã‚ ¬Ã¢â‚¬Å¡ection on the whole debate of consumerism, just because this act of shopping does not necessarily follow the traditional rhetoric set by politics with a capital ‘P’, this does not mean the impact isn’t just as significant. Examining theorists of the everyday such as Inglehart, Marcuse and Lefebvre they clearly suggest that politics is among shopping on many different levels. In order to answer the question of this report, the most convincing form of politics in shopping is situated within the area of ethical consumerism. The idea of this phenomenon is not situated at one particular company or government; it is an extension of the larger political movements such as new social movements whom are also striving to achieve the same ends through more contemporary measures like lobbying or protests. These new social movements are the foundation to new political subjects, the creation of new political spaces (Lefebvre), a nd ultimately changing the perception on what we mean by society (Marcuse/Inglehart) (Carrol 1997 cited in Harter 2011 p.15). There is a sizeable power the shopper holds in relation to the purchasing of goods as if shoppers change the way they shop or perceives a business, it means that these institutions have to adapt to the new paradigms set, emphasising that shopping is political in both nature and in action. References: Apple. 2012.Queue for the Iphone5. [image online] Available at: http://cdn.recombu.com/mobile/images/news/M18273/1348218725.jpg [Accessed: 5 Mar 2014]. Bauman, Z. 2005.Liquid life. Cambridge, UK: Polity Press. Chernus, I. n.d. Herbert Marcuse: A Critique of Consumer Society. [e-book] Available through: colorado.edu http://www.colorado.edu/ReligiousStudies/chernus/sixties/Herbert Marcuse.pdf [Accessed: 3 Mar 2014]. Harter, J. 2011.New social movements, class, and the environment: a case study of Greenpeace Canada. Newcastle upon Tyne: Cambridge Scholars Pub. Hempout. 2013.Ethical Consumerism. [image online] Available at: http://hempcanadabulk.com/wp-content/uploads/2011/02/bilde.jpg [Accessed: 5 Mar 2014]. Hollenbeck, C. R. and Zinkhan, G. M. 2006.Consumer Activism on the Internet: The Role of Anti-brand Communities. [e-book] Available through: Acrwebsite.org http://www.acrwebsite.org/volumes/v33/v33_10337.pdf [Accessed: 25 Feb 2014]. Inglehart, R. 1971. The silent revolution in Europe: Intergenerational change in post-industrial societies.American political science review, 65 (04), pp. 9911017. Available at: http://www.jstor.org/stable/1953494 [Accessed: 28th November 2013]. Inglehart, R. 1997.Modernization and postmodernization. Princeton, N.J.: Princeton University Press. Klein, N. 2000.No logo. London: Flamingo. Marcuse, H. 1973.An essay on liberation. Harmondsworth: Penguin books. Marzocca, K. 2012.Sustainable Speak: Voting and Shopping are Separate But Equal: A Response to Sami Grover. [online] Available at: http://sustainablespeak.blogspot.co.uk/2012/02/voting-and-shopping-are-separate-but.html [Accessed: 25 Feb 2014]. Petrocelli, W. 2014. Shopping Is Political: A Lesson From 70s Feminists. [online] Available at: http://www.huffingtonpost.com/william-petrocelli/shopping-is-political_b_3308222.html [Accessed: 25 Feb 2014]. Sony. 2011.Culture Jammed Sony Advertisement. [image online] Available at: http://jaberando.wordpress.com/2011/02/02/culture-jamming-adbusters/#jp-carousel-48 [Accessed: 5 Mar 2014]. Uusitalo, O. and Oksanen, R. 2014.Ethical consumerism: a view from Finland. [e-book] Available through: Wikispaces.com http://ycri.wikispaces.com/file/view/Ethical+Consumerism+-+A+view+from+Finland.pdf [Accessed: 25 Feb 2014]. 1 | Page N0365069

Is a good one

History Some can argue that the war has been going on since world war 2, when Stalin wanted the farm land In Ukraine and he had found many ways of obtaining their land such as: starving the Ukrainian people of food till they died or gave up their land or they Just killed the villagers, since then there have been many disputes between Russia and Ukraine. Russia has always felt that they had a certain cultural connection with Ukraine because when the Russian empire rose as a great empire its capital was in present day Ukraine. So It Is understandable that some of the Ukrainian people are ad at the Russians.But the more recent conflict which Is still going on started because the east side of Ukraine (which Is the Russian speaking side, many of whom had voted for Hancock) think that Ukraine should not join the European union and protested Hancock removal. So then Russian leaders decided that they should intervene for the sake of Russian speaking Ukrainians, too the west side of Ukraine i t seems like the Russian leaders are ignoring the valid reasons that Hancock was removed for. Some believe that Russian president Vladimir Putting Is using this conflict s a distraction from Russia slaking economy.Escalation Now there was a lot of increase in the violence when people started protesting against Russia. Between February 18 and 20, 103 people were killed and 1419 injured. The vast majority of Russians believe the Ukrainian military shot downplays Airlines flight MI 7, a new poll has shown, underlining how differently the tragedy has been presented in Russia than in the west. Crimean status referendum 2014 was a referendum on the status of Crimea held on March 16, 2014, by the legislature of Autonomous Republic of Crimea as well as by he local government of Soapstone, both subdivisions of Ukraine at the time.The referendum asked the people of Crimea whether they wanted to join Russia as a federal subject, or if they wanted to restore the 1992 Crimean constitution and Cr ime's status as a part of Ukraine. Presently Russia and Ukraine are trying to avoid a big war. So In the conflict life cycle, It Is between escalation and desolation and they are trying to avoid a deadlock. Deadlock but Russia is expecting a peace treaty. Some 70% of the Russian troops believed to have been in Ukraine have withdrawn back across the border, Ukrainian President Petrol Apprehension said, according to the national news agency Cruciform. This is another hope that peaceful initiatives have a good perspective,† Apprehension is quoted as saying during a Cabinet meeting in Kiev on Wednesday. The remarks came several days into a shaky ceasefire deal between Ukrainian forces and pro- Russia rebels, signed last Friday after nearly five months of fighting in eastern Ukraine. The Presidents of Russia and Ukraine are â€Å"broadly satisfied† with the status of the ceasefire, a Kremlin aide said Wednesday. Russian's president has said he is hoping for a peace deal betw een Ukraine and pro- Russian rebels by Friday.Vladimir Putting urged both sides to stop military action in eastern Ukraine, adding that his views and those of his Ukrainian counterpart were very close. We can say that the conflict is De escalating from escalation. Insisting that Russia is in no way a negotiating party in the Ukrainian conflict, Vladimir Putting is nevertheless certain that it is Moscow proposals that are going to advance both sides to peace. Mr. Putting plan is short and leaves a lot of room for interpretation. Take, for example, a point on moving Ukrainian troops away from positions from which towns and cities can be shelled.Taken to an extreme, this could mean rewinding the situation on the ground to a point several weeks ago before Ukrainian advances. Just two weeks ago the discussions centered around when, and not if, the rebels would have to move out of Donates and Alumna's. But Moscow plan will allow them to strengthen their control over the two regional cente rs and other areas. Mr. Putting has often seemed unwilling to negotiate from a position of weakness and the reversals of the past few days illustrate this perfectly. Now it's Petrol Apprehension who has to choose whether to accept something which clearly protects Sieve's enemies in astern Ukraine.Ukrainian government troops say they have repelled an attack by pro-Russian rebels on Donates airport. De escalation THE war in eastern Ukraine has quieted, for now. Its disparate factions have as much reason to keep fighting as to put away their guns. But a ceasefire signed on September 5th in Minsk is so far mostly holding. Ukrainian president, Petrol Apprehension, does not want to fight an unnamable war against Russia, which is the situation he would have been in had he pressed on with Sieve's â€Å"anti-terrorist operation† in the east. His Russian counterpart, Vladimir Putting, is happy to seeDonates and Alumna's turn into breakaway territories that can serve as instruments agai nst Kiev. Russian prime minister Dimity Maddened has said the country will honor all its agreements with the European Union and Ukraine, but will trigger â€Å"protective measures† if a trade pact between the two comes into force early. The Nun and the end of 201 5 in a concession to Russia The Ukraine ceasefire might collapse any day. But if it sticks and the war ends here, it poses the question: who won? In military terms, the answer looks clear: Russian leader Vladimir Putting. In March, the Russian army seized Crimea.Last week, it routed Ukrainian forces in east Ukraine. Ukrainian president Petrol Apprehension asked EX. and Nato leaders for weapons. They said â€Å"there is no military solution to the conflict†. But Putting showed there is – several thousand Russian infantry, fighting as formed units, supported by tanks and artillery. The Russian invasion and the lack of Western support is why Ukraine signed the â€Å"Minsk protocol† – a 12-poi nt peace plan – last Friday (5 September). So what if Putting won Crimea and bits of Donates and Alumna's – he lost the rest of Ukraine. Right? Russian's attack has seen pro-Western feeling soar in the rest of the country.Polls now say Ukrainians want to Join Nato. They also say pro-Western parties will sweep pro- Russia MSP out of parliament in upcoming elections. It depicts the crisis in Putting own macho terms. The truth is that everybody lost. EX. civilians (IMHO), 2,600 Ukrainians, and who knows how many Russians lost their lives. Ukraine lost territory. The EX. and Nato lost credibility. But Putting will go down in history as the biggest loser: He lost the chance to make Russia, one of the world's richest nations in terms of natural resources and culture, and Russian's neighborhood into a decent place to live.

Health and Safety Essay

Health and safety questions one; Health and safety is implemented through the settings health and safety policy which all staff must read and follow and is available from the school office. The health and safety at work act 1974 places a duty on all employers to safeguard so far as is reasonably practicable the health, safety and welfare of all their employees. In addition to this, duties extend to cover the health and safety of persons not employed but who may be affected by the work activities undertaken such as pupils, visitors, contractors, ect. The authority retains the above responsibilities under local management of schools as an employer in the same way the governing body of academies, aided and trust schools, but it is important to realise that all employees have legal duties under the health and safety at work act, to co-operate with their employer so far as is reasonably practicable to ensure a safe and healthy place of work. This local statement of safety policy is not intended to replace the wirral local authority’s policy but to detail individual schools’ arrangements and organisation for health and safety. The settings governing body will strive to achieve the highest standards of health, safety and welfare consistent with their responsibilities under the health and safety at work act 1974 and other statutory and common law duties to provide a safe and healthy work place for all its employees, pupils, visitors, and other persona who may be affected by its activities. The head teacher and governing body will take all reasonable steps to ensure that the authority’s safety policy is implemented and, that local authority’s policy and guidance documents are followed and monitored throughout the school. This policy will be brought to the attention of, and/or issued to all members of staff on induction and annual refresher at the start of each school year. it is essential for the success of this safety policy that all employees recognise their responsibilities in co-operating with management on health and safety issues and taking care of themselves and other persons whilst at work.

Red bull strategies - Free Essay Example

Sample details Pages: 10 Words: 2969 Downloads: 6 Date added: 2017/06/26 Category Business Essay Type Research paper Did you like this example? EXECUTIVE SUMMARY â€Å"Red Bull isnt a drink; its a way of life†, says Dietrich Mateschwitz, the co-founder of Red Bull GmbH (Kumar, 2004). In fact, for a product that didnt have any extraordinary quality, was made of repeatedly questioned ingredients, Red Bull holds a pretty significant 70% market share (Ingram, 2010). In 2007, according to company figures, 4.5bn cans of the drink were sold in over 130 counties with 3,903 employees generating over 2.6 billion euros in turnover (AFP, 2007). Don’t waste time! Our writers will create an original "Red bull strategies" essay for you Create order Its dominant position in the fastest-growing segment of the soft drink market is mainly attributed to the companys unconventional and innovative marketing strategies as well as its revolutionary operational and management approach. This paper study discusses the various strategies adopted by Red Bull, including the companys effective employment of buzz marketing, product branding, its sponsorship and unique distribution strategy. The paper also discusses the importance of individual skills and organizational toolbox that led to the companys success. The case concluded with a commentary on challenges the company faces as well as recommendations with regards to maintaining its current growth and market share. BACKGROUND Dietrich Mateschwitz experienced the stimulating qualities of a popular Thai energy drink, Krating Daeng (literally ‘red bull), while on a trip to Thailand. Shortly after, he started to work with a pharmaceutical company to adapt the Thai beverage for European market. Mateschitzs concept was to create a company selling its own energy drink worldwide at a premium price (Keller, 2004). In 1987, together with Chaleo Yoovidhya, the owner of Krating Daeng, he founded Red Bull GmbH. The partners agreed that Mateschitz would run the company, while the Chaleo and his son remained sleeping partners. Five years later, the drink entered neighbouring countries Hungary and Slovenia, followed by Germany and Switzerland. In 1997, Red Bull stormed the U.S. market. In less than three years, Red Bull solely expanded the sales of energy drinks from $12 million to $75 million in 1999 (Hein, 2001). Today, Red Bull is also Austrias most successful brand, worth more than â‚ ¬10.9 billion. In 2008, Forbes magazine listed both Chaleo and Mateschitz as being the 260th richest persons in the world with an estimated net worth of $4.0 billion. INNOVATIONS Red Bull is a great example of an ordinary product of doubtful worth that was transformed into a powerful brand through innovative marketing. In an interview, Mateschitz recalled: When we first started, we said there is no existing market for Red Bull. But Red Bull will create it. And this is what finally became true† (Dolan, 2005). Although the initial market research conducted by Mateschitz was quite devastating – unappetizing colour and disgusting taste (Johnson, 2002), he didnt give up but thrived in the end. How? By revolutionary approach to the product branding, well controlled and limited distribution, and unique ways of reaching out to the right customers. In general, the success of the company relied hugely on an original concept: a highly caffeinated and troublesome drink. But what makes Red Bull so unique is the companys revolutionary approach to classic marketing rules. The company claims the unique techniques were developed out of a demand. In terms of attracting new customers and enhancing consumer loyalty, Red Bull has a more effective branding campaign than Coke or Pepsi, says Nancy F. Koehn, professor of business administration at Harvard Business School (Rodgers, 2001). Red Bull is building a beverage brand without relying on the essential equipment of a mass-marketing campaign. Perhaps the indispensable tools of marketing arent so indispensable after all, she adds (Rogers, 2001). The main source of innovation in this case was pretty simple – as a self-funded start-up, the company could not afford a costly advertising. Additionally, Mateschitz has always believed in ‘functionality. They carefully select the sports they sponsor, the people they target and places they distribute their products to. The consumer promotions arent typical either. Red Bull invites consumers to creatively interact with the brand, by building their own ‘wings or sculptures. It makes Red Bull one of the very few bra nds that understands how precious a deep personal experience and â€Å"peers endorsement† is compared to a standard advertising campaign. Another great example of Red Bulls revolutionary approach to marketing is the fact that the company doesnt use print media, banners or billboards. Every promotion of the product needs to have a functional benefit. Even its TV spots are believed to be more amusable than educational or persuasive towards consumers. By avoiding the usual methods of marketing, the company concentrates more on what is called word-of-mouth or buzz marketing. The beauty of Red Bull is that its the antibrand brand, says Gobà ©. Red Bull doesnt have any of the commercial trappings of a traditional, off-the-shelf product. Its underground, even when its above ground, and that appeals to the young people who drink it , he adds (Rogers, 2001). Another remarkable thing about Red Bulls is its 8.3-ounce can and the fact that its the only size the company has ever offered. One size. One colour. One taste. Thats all. In such a competitive environment, its simply shocking to hear of a thriving company not keen on a constant brand extension. We are one of few companies around the world that can stay focused on one product, says Cortes in defence of Red Bulls narrow strategy. We do what we do best, he adds (Rogers, 2001). To sum up, Red Bulls revolutionary approach in contrast with ‘standard tactics has been details in the below table. Red Bull approach: Conventional approach: Positioning: Create a functional foundation; show how the drink fits into peoples way of life Create a socially aspiring image Advertising: Advertising airs only after the launch phase and plays a limited and specific role within the marketing mix Advertising launches the brand and stays the lead marketing tool Distribution: Create strong demand and limit the product availability Wild availability is used to create demand Sampling: Focus on quality and product experience Sampling is all about quantity Celebrity Sponsorship: Pursue those celebrities that are fans of Red Bull, but dont pay them Celebrity endorsement has a steep price, but gets publicity Merchandising: Controlled and limited Tchotchkes rule! Network Relationships: Treat all stakeholders as partners Vendors are lucky to work for us! Corporate Leadership: Patience and investment Clear annual volume and pr ofit objectives and fast returns Table 1: Based on: â€Å"Speed in a can† by Alex Wippenfurth, 2003, PEOPLE BEHIND THE SUCCESS Mateschitz, Red Bulls co-founder and its managing director, is undoubtedly the man behind the steering wheel in the company. In addition to his natural talent for selling, he is also known for his creativity as well as determination. Having worked in a highly competitive environment before, and conducted the initial market research, he was the one to come up with the extraordinary ideas, which implemented by a joint effort of his dedicated team, brought the company straight to the top. There is no doubt that his natural skills, innovative approach, determination and optimism paid a significant role in the companys success. Moreover, Mateschitz thrives on resistance. He is always ready to push the limits and devise spectacular new strategies that get the customers herd to events where extreme sports athletes and daredevils perform street acts. In fact, Red Bulls unconventional tactics and persistence has been evident from the beginning. To begin with, having great difficulties to launch its product in Germany, the company smartly used the rumours regarding the products potential health hazards and mystic content, by building a myth strategy. In his article â€Å"Liquid Cocaine†, journalist Jeff Edwards concludes: â€Å"the more rumours of Red Bulls potentially dangerous, over stimulating effects spread, the more the drink sells† (Edwards, 2001). In addition to that, Mateschitz strongly believed in the importance of physical consumption of his product. Therefore, the marketing strategies have been always focused on sampling and event sponsorship that match and enhance the spirit of Red Bull. â€Å"We dont bring the product to the people; we bring people to the product. We make it available and those who love our style come to us†, claims Mateschitz (Gschwandtner, 2004). Red Bulls success is also partially attributed to its internal culture. Red Bulls team embodies energy and stimulation in everything their do. It seems to be the main ‘theme which to direct and lead the companys actions. Every employee is totally on board with the current goals and challenges of the company. Red Bull thrives on its unique business structure as well. Little hierarchy – ‘management by organized chaos – as Mateschitz describes it. A fully committed team hired primarily for their passion and non conformism is ready to overcome any challenge they face. Mateschitz himself ensures to only work 3 days a week, to live the life of extreme sports his brand endorses. The unusual, personality driven leadership is also evident between the company and agencies it employs. Johannes Kastner, for instance, the head of Red Bulls ad agency, represents the strongest business relationship in its field, with the ad agency being a reliable, long-standing partner rather than dispensable merchant. ELEMENTS OD RED BULLS STRATEGIES The emphasis Red Bull places on marketing has been always extreme high the company spends around 30 percent of its annual turnover on marketing, compared with the average of 10% being spent by most of the competitors (Dolan, 2005). But what is really interesting about Red Bulls strategies is the lack of aggressive in-your-face push campaigns, price-offs, and instant ubiquity. Instead, its marketing is designed for the subconscious. One of the attractive seduction tactics the company employs is exclusivity – Red Bull makes it initially hard for the market to experience the drink. When Red Bull enters a new market, they initially select a limited number of outlets that can sell the drink. The companys sales units are totally decentralised. Each unit is responsible for sales, marketing and distribution in its own area. Sales reps insist that Red Bull be distributed exclusively by a dedicated sales force. They have a selective sales strategy as well. They target â€Å"hot s pots† in their area such as clubs and bars, shops near universities and gyms. Such a selective and individual approach has a great advantage of being fast and effective. Sampling also focuses on exclusive sub-communities and carefully selected groups. Moreover, instead of traditional advertising, Red Bull relies on a strategy of word-of-mouth or â€Å"buzz† marketing. Another extremely effective tactic with regards to product positioning and promotion happens on the streets. Red Bull makes sure its silver can is widely noticeable: * Consumer education teams drive eye-catching trucks as mobile displays, painted blue and silver with a giant can on top of the vehicle; to promote the brand as youthful and slightly ‘on the edge; * Free cans of Red Bull are also given out to people on the street who had been identified as being in need of energy. * Red Bull is also provided to DJs, empty cans would also be left on tables in hot spots such as popular clubs and pubs. But whats really intriguing and admirable about the marketing strategy is the fact that it takes place on the street, with people. Red Bull ensures that customers dont feel under pressure to experience its product in a certain way. During the sampling, for example, they always provide a full and closed can, so that the consumers can decide when and how much to try. Additionally, all Red Bulls promotions are participatory. Rather than sponsor concerts like everybody else, the company has gone much further – they created Red Bull Music Academy for aspiring DJs to participate in workshops with some top DJs in the world. The company is also strongly associated with extreme sports, more recently with prestigious F1, motorcycle racing and their own adventurous events. In that way consumers can get deeper experience of the product which keeps the brand relevant in terms of its stimulating mind, not just the body. Against the odds, Red Bull brand was directl y marketed to Generation Y, the so-called millennial who were believed to be sceptical of traditional marketing strategies. Part of the strategy involved recruiting student brand managers who would be used to promote Red Bull on university campuses and then report back to the company, providing some useful market research data. What is also extremely fascinating about the company is the fact that the Red Bulls contents are not patented, and all ingredients are clearly listed on the can. Yet, Red Bull has had achieved a leading market position in over 100 countries worldwide. Many competitors have tried to employ similar marketing strategies and tactics in order to grab sales from the market leader. Not all have been successful, of course. THREATS TO FUTURE SUCCESS The main problem Red Bull needs to deal with is the ability to maintain its incredible sales growth. In the light of the brand becoming more and more mature and the market even more saturated, the company faces some of the most serous challenges ever: * The loss of its original consumer base, as the Generation Y becomes working adults; * Health concerns, associated with high intake of caffeine, that have emerged in several countries (ban imposed in Denmark and France; classified as a medication in Norway; until recently available only in pharmacies in Japan); * The energy drinks market has attracted some of the global biggest beverage companies, such as Coca Cola and Pepsi, seeking to win a competitive advantage over the current market leader; * Red Bull is well known for its revolutionary advertising however the product could be in danger of becoming stale; * Unlike their major competitors, Red Bull is limited to one product, leaving the company with no back up prod uct to cover any potential loss; * The beverage market shows strong trends toward healthy options of soft drinks; FUTURE RECOMMENDATIONS Red Bull has gone through a lot in the past two decades. Starting on a practically non-existent marketplace, today it faces extreme diversity of similar products and a significant number of competitors. Taking into account the fact that Red Bulls brand is still very strong and his market leading position not yet threatened, the company should focus its market strategies on the following objectives: †¢ Maintain the leading position According to companys figures, the product is still widely recognized (over 60% of the under 30 year old Germans can easily distinguish the brand). In general, people are happy with the product. It is the image that needs to be enhanced. As far as the price is concerned, it is recommended that it should stay the same a high price will help keep the image of a high quality product. In addition to that, some new promotion campaigns can add further value to the image. As Red Bull is a utility drink, which means it is only bought occasionally. Therefore it may be worth considering to redirect the future marketing campaign to petrol stations, off-licences, convenience stores. †¢ Expand the product Red Bull should try to extend its product range by creating further consumer needs for some other Red Bull products such as: â€Å"White Bull† which could represent soft high quality mix drink of Vodka and Red Bull. Energy bars and â€Å"mini power-size† bottles of Red Bull that will be small enough to fit into pocket; aimed at those in constant hurry. A small selection of Red Bull extraordinary sports clothes. Since the company is widely acknowledged for its extreme sports sponsorship, they should provide its fans with unique outfits. It is a great opportunity to gain some extra returns as well as attract attention through people wearing the clothes. Taking into account the â€Å"healthy† trend in the soft drink category, as well as the actions taken by the closest competitors, Red Bull should also diversify its products into â€Å"organic energy drinks† and try to create a matching â€Å"lifestyle† in order to enter a new market f or the â€Å"health-conscious consumer†. Another option for Red Bull is an expansion into new and developing countries, which may not only help to spread the name but also boost the sales. In that way, Red Bulls may again show the market hot to spread its wings†¦ REFERENCES: Energy Pumps up Soft Drinks Trade, Sunday Business Post (Ireland), 1999; Hein, K., (2001) [online] A Bulls Market Brandweek, available at https://findarticles.com/p/articles/mi_m0BDW/is_22_42/ai_75286777/, accessed 15 March 2010; Johnson, Branwell, Has the Energy Drinks Market Lost Its Fizz? 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